Equal Opportunities

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TUM School of Management helps students achieve their full potential

At TUM School of Management, we believe that students have to have access to advice, support, and events – regardless of race, gender, religion, worldview, age, physical ability or sexual identity.

To make sure that life at TUM and School of Management is as in line with these principles as possible, we not only comply with all diversity efforts of Technical University of Munich, but also maintain our own Equal Opportunities Commission.

Our Mission

The task of the Equal Opportunities Commission of TUM School of Management is to implement the objectives of the TUM Diversity Code of Conduct:

  • To participate and vote in School Council meetings

  • To sit on the Appointments Committee

  • To be the point of contact for female students and academics, where this role is not performed by the Women’s Office of Technical University of Munich

  • To write an annual report on the position of women at the school

  • To help draw up a diversity agreement and goals

Support

Diversity Promotion Fund of the TUM School of Management

A wide range of funding opportunities is available to address the special challenges and needs of various target groups along TUM’s diversity dimensions. One important goal is to encourage female academics at the qualification levels doctorate and postdoctoral/habilitation. A second is to make valuable academic insights on diversity-related issues available to a broad audience. In addition to the general scholarships available at Technical University of Munich, TUM School of Management provides support via its Diversity Promotion Fund and offers the following measures, such as: :

  • Travel grants for research-related trips and conferences for female junior academics
  • Sponsoring workshops and events on diversity-related topics
  • Sponsoring the invitation of guest speakers
  • Grants for printing books a and submission fees for articles targeted to international peer-reviewed journals for female junior academics
  • Support for editing costs for English-language journal submissions for female junior academics
  • Support for postdoctoral researchers in project application through hiring of a student assistant
  • Reward for transfer of diversity-related research results for interested persons inside and outside the academic community

The Diversity Promotion Fund of the TUM School of Management accepts applications on a quarterly basis and in line with the current guidelines (English version / German version). Please find the application form here (English version / German version). Decisions are made by the Equal Opportunities Commission, which is headed by Professor Breugst. For further inquiries, please contact Stefanie Federl (stefanie.federl@tum.de).

Non-financial support

Technical University of Munich also offers a range of opportunities for personal development, from individual and group coaching to mentoring partnerships.

Equal Opportunities Commission of TUM School of Management

Name
Phone
Fax
E-Mail
Annette Becker
+49 (0)89 - 289 - 23447
+49 (0)89 - 289 - 24075
Prof. Dr. Nicola Breugst
+49 (0)89 289 - 26748
+49 (0)89 289 - 26747
Tanja Hentschel
+49 89 289 24099
+49 89 289 24093
Dr. Stephan Jäger
+49 (0)89 - 289 - 25077
+49 (0)89 - 289 - 25070
Dr. Susanne Koch
+49 (0)8161 - 71 - 4627
+49 (0)8161 - 71 - 4623
Bryndís Stefánsdóttir
+49 (0)89 289 24878
+49 (0)89 - 289 - 24872
Martina Wayand
+49 (0)89 - 289 - 24080
+49 (0)89 - 289 – 24075

Insights

Against all odds: Realizing entrepreneurial solutions for ecological and social problems

Jakob Assmann, a passionate hiker, had a personal awakening while climbing a mountain in the Bavarian Alps. He says:“Climate change is not an abstract problem, which happens somewhere in the Artic. Actually, it is happening here in the South of Munich. You can experience it yourself, and it is really emotional when you see the ice changing and the glaciers retreating … ”. Triggered by this incident, he decided to become active, and make a contribution to the global challenge of climate change by establishing Polarstern, a sustainable energy provider with a global outreach. Realizing social and ecological value while making a profit is a challenging task. Sustainable entrepreneurs, however, seem to have found a way to balance the triple Read More here

Incentives for energy-efficient behavior at work: The importance of non-monetary elements

In the wake of the UN Paris climate summit (COP21) in December 2015, the need to quickly reduce greenhouse gas emissions is more obvious than ever. As one of the main sources of the world’s energy-related CO2 emissions, the road transport sector is an essential domain for analyzing potential reduction measures. Convincing people to drive more fuel-efficiently (“eco-driving”) can contribute substantially to both climate policy goals and to the transport industry’s efforts to cut fuel costs and increase corporate sustainability. While many companies are interested in implementing an eco-driving incentive system, studies show that few have actually implemented such a bonus scheme to date. One reason might be a lack of knowledge about effective incentive design. Dominik Schall and Prof. Read More here

Is reliable sustainability disclosure really worth the fuss?

“By providing sustainability disclosure, companies can increase their market value. However, this effect depends on the reliability of this disclosure, in particular when companies face a high information or investment risk or difficult economic conditions.” With one exception all companies on the German DAX30 index voluntarily disclose structured information about their sustainability performance. Besides long-term economic issues, this information explains their social and environmental orientation. Recently, smaller firms have also started to disclose such information. However, can investors really understand and interpret this type of data? Companies provide information about their sustainability performance in standalone sustainability reports and Corporate Social Responsibility (CSR) reports, in annual reports and on websites. The upcoming implementation of an EU directive will even require the Read More here

Dividing the pie – Equity distribution in entrepreneurial teams

Like the founders of Facebook who took each other to court over equity issues (and later settled this lawsuit for an unknown sum to one of the initial founders), many entrepreneurial teams struggle with the equity distribution in their start-up. The decision on how to divide the pie has to be made very early in the entrepreneurial process, but the consequences are far-reaching and completely unpredictable. In an article published in the Journal of Business Venturing, Professor Breugst, Professor Patzelt, and Dr. Rathgeber of the TUM School of Management address this problem and focus on the long-term consequences of the equity split for entrepreneurial teams and ventures. The study shows that the essential factor in equity distribution is the perception Read More here

Don’t drive yourself – let the data drive you!

One of the hottest buzzword in today’s businesses is “Big Data”. Based on the new era of Facebook, Google and others, the main idea is to make as much use as possible of a company’s internal and external data, to gain knowledge and create a more informed decision making process. As it turns out, deriving useful information from this data is a tedious task and nowhere near as easy as it sounds. Junior Professor Dr. Anna-Lena Sachs (University of Cologne) and Professor Dr. Stefan Minner (TUM School of Management), in a recent publication, bring usefulness to the huge amount of company data for inventory decisions in practice. Based on the case of a large European retail chain, they propose an Read More here

Embedded Lead Users – The benefits of employing users for corporate innovation

It is crucial for every company to learn from the users of its products. Interestingly, and overlooked by many, some of the most insightful users may be nearby – the company’s own employees. This study by Dr. Tim Schweisfurth and Prof. Dr. Christina Raasch (TUM) introduces the concept of “embedded lead users” – employees who are lead users of their employer’s products or services. Lead users are users who perceive new product-related needs ahead of others and would particularly benefit from a solution. Embedded lead users are ubiquitous in many consumer goods industries, e.g., in food and beverages, automotive, consumer electronics, software, and leisure products. Unlike external lead users, these are regular employees with employment contracts and secrecy clauses that Read More here

IP Modularity: Profiting from open innovation through IP-oriented modularization

Firms seeking to take advantage of open innovation and outsourcing often face a tension between value creation and value capture. Openness facilitates distributed value creation, but may make it difficult to appropriate this value and thus profit from innovation. In an article published in the California Management Review, TUM professor Joachim Henkel and professors Carliss Y. Baldwin and Willy Shih from Harvard Business School introduce the concept of “IP modularity” to address this tension. Success with an IP-modular product is illustrated by the case of Valve Software, which released the game “Half-Life” in 1998. Code for the game was divided into two modules: the source engine and the game code. Valve kept the source engine proprietary, but published the game Read More here

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