Faculty · Münster School of Business

Prof. Mike Wasserman, Ph.D.

Münster School of Business — FH Münster

Professor of International Management
Program Director, IB&M · Co-Program Director, DigiBIM

Teaching, research, and industry collaboration at the intersection of international business, innovative technology, and human decision-making.
My big goals: 1) help reshape higher education to make the world a better place for everyone in the AI era. Which should lead to 2) providing a learning environment where students can grow into flexible, responsive, insightful, and ethical, boundary-spanning leaders.

Courses → Research & publications Supervising theses

About

About me

I’m a professor at the Münster School of Business (FH Münster), where I teach, work with organizations, conduct research, and help manage the Bachelor in International Business and Management (IB&M) and the Master in Digital Business and Innovation Management (DigiBIM) programs.

My work focuses on disruptive technologies, sustainability in human elements of international supply chains, and knowledge management. Before joining FH Münster I was an associate professor at Clarkson University from 2002-2017, an assistant professor at George Mason University from 1997-2002, and a visiting guest lecturer at HTWG Konstanz from 2010-2017. I hold a Ph.D. in Management Strategy and Policy from Michigan State University.

On this site you’ll find an overview of the courses I teach, the research projects I’m currently working on, information about the programs I manage, and guidance for students who’d like to write their thesis with me.

Teaching

Courses

Below are the courses I’m currently teaching. There are summaries of recent syllabi for some courses. Enrolled students should check the official ILIAS or Microsoft Teams space for the current and full requirements.

Winter semester

Innovation of New Products, Services, and Processes

DigiBIM · Winter

Syllabus & Schedule

ProgramDigiBIM (Master) · WiSe 2025–26 TimeMon 08:30–10:00, Room D425 ModuleFoundations 1: Digitalization and Innovation (33% of module grade) Co-instructorJule-Catharina May, IT Project Manager, thyssenkrupp

Learning Objectives

Understand innovation approaches from multiple theoretical and practical perspectives (cognitive psychology, organizational theory, change management, art/design) at individual, team, organization, industry, and ecosystem levels
Identify and evaluate innovation management across contexts (product, process, services) and across countries, organizational types, and industries
Construct recommendations to enhance innovation by exploring incentives, cultural factors, workspace factors, and team dynamics using digital tools

Assessment

Presentation (15 pts, 50%) — 15-minute pair presentation combining academic research (5 articles summarized independently + AI comparison) with two practitioner interviews, a visual framework, and two managerial recommendations. Slides due 72 hours before presentation.
Examination Phase (15 pts, 50%) — 2 Q&A questions per presentation day (10 pts total) + handwritten daily reflection summaries, best 2 of 3 presentation days (6 pts total).

Schedule

Oct 13 — Foundations 1: Mental Models, Business Models, Adoption of Innovation
Oct 20 — Foundations 2: Product/Process/Service Innovation, Digital Innovation, Incremental vs. Frame-breaking · Team assignments
Oct 27 — Frameworks Gen 1: Push / Rise of Traditional R&D (1950s–60s) · Topic assignments
Nov 3 — Frameworks Gen 2: Pull / Rise of Market Research (1960s–70s)
Nov 10 — Frameworks Gen 3: Portfolio / Rise of Stage Gate (1980s–90s)
Nov 17 — Frameworks Gen 4: Integrated & Disruptive Innovation (1990s–2000s)
Nov 24 — Frameworks Gen 5: Organic Ecosystems and Culture (2000s–10s)
Dec 1 — Frameworks Gen 6: Open / Co / Lean Innovation (2010s–20s)
Dec 8 — Innovation in Uncertain Times (2020s)
Dec 15 — Frameworks Gen 7: AI/ML and Innovation in Non-Traditional Spaces (2020s–30s)
Dec 22 & 29 — No class
Jan 5 — Presentations 1–3
Jan 12 — Presentations 4–6
Jan 19 — Presentations 7–9
Jan 25 — Presentation 10 & Course Wrap-up

Integrative Project 1 (Winter Semester)

DigiBIM · Winter

Syllabus & Schedule

ProgramDigiBIM (Master) · WiSe 2025–26 TimeMon 14:15–17:30, Room D333 TeamM. Bücker, M. Dircksen, V. Meise, M. Wasserman

Learning Objectives

Recognize and illustrate opportunities and challenges facing a company or start-up concept’s industry sector(s)
Apply market analysis techniques including customer demographics, needs, competition, supply chains, technologies, and emerging trends
Analyze identified market opportunities related to innovation and digitalization
Apply basic project management tools and methods: scoping, stakeholder analysis, milestones/KPIs, team charter, communication plan, and traditional vs. Agile PM

Assessment

Individual Market Research Paper (50%) — 4–5 page component of a team-divided market analysis (industry, target markets, competitors, customer insights, regulatory/legal, technology, risk). Due Fri 13 Feb 2026 17:00.
Team Project Management Plan Presentation (50%) — 30-min presentation + 10-min Q&A covering project scope, stakeholder analysis, milestones/KPIs, team charter, and communication plan. Due late Jan/early Feb (TBD with Prof. Dircksen).

Schedule

Oct 13 — Introduction to Integrative Project; Cohort Meeting
Oct 20 — Company Presentations
Oct 27 — Company Presentations (if needed); Market Research 1 — Basics; Cohort Meeting 16:00
Nov 3 — Market Research 2 — AI-Enhanced Research · Start-up packages due
Nov 10 — Market Research 3 — Team Assignments, Team Charters, Paper Assignments
Nov 17 — Market Research 4 — Developing Personas with AI
Nov 24 — Market Research 5 — Analytics, Tableau, Statistics, Risk of Misuse
Dec 1 — Problem Solving and Presentations; Cohort Meeting 16:00
Dec 8 & 15 — Work time for Market Research Report
Dec 22 & 29 — Winter Break
Jan 5–26 — Project Management 1–4 (Ele)
TBD — PM Presentations (late Jan or exam period)
Fri 13 Feb — Market Research Report due 17:00

Integrative Project 2 (Summer Semester)

DigiBIM · Summer · 8 SWS / 12 Credits

Syllabus & Schedule

ProgramDigiBIM (Master) · SoSe 2026 Work daysMon & Fri designated for project work CoordinatorsM. Wasserman, M. Bücker Current clientsFIEGE, Formalogix, Kyocera, REMONDIS, Telekom

Learning Objectives

Apply and integrate program knowledge to conduct projects addressing practice-oriented problems or opportunities
Analyze data and create, prototype, and validate innovative digital or physical product/service/process/business model concepts
Develop, communicate, and defend conclusions and recommendations to company stakeholders in workshop, presentation, and/or report format

Assessment

Kickoff Presentation + Team Paper (20%) — 20-min + 15-min Q&A. Problem alignment, initial project scope, stakeholder identification; team paper includes goals, team charter, and individual learning objectives. Mid-late March.
Midterm Presentation (30%) — 30-min + 15-min Q&A. Problem update, work summary, desired solution, next steps. Mid-May.
Final Presentation (35%) — 35-min + 15-min Q&A. Full solution with analysis, risks, roadblocks, and next steps. Early July (exam period).
Individual Reflective Essay (15%) — ~2,000 words on contributions, 5 learning elements, knowledge extension, and what you’d do differently. Due Fri 24 July.

Structure

Teams of 4 students each have 2 FH supervisors and one or more client contacts
Coaching sessions with faculty every 3–4 weeks; client check-ins weekly or every 2 weeks
All presentations have a 60% team / 40% individual grading split

Summer semester

Intercultural Management

IMS · Summer · Required Module

Syllabus & Schedule

ProgramIMS (Master) · SoSe 2026 TimeThu 08:30–11:45, Room D506 FHZ TeamM. Baarslag, S.I. Laib, R. Elbarawy, M. Wasserman

Learning Objectives

Identify and understand dimensions of culture and how they influence individual, team, and organizational performance
Apply different cultural models to specific intercultural situations
Recognize, avoid, and address typical intercultural misunderstandings
Describe and reflect on intercultural situations from multiple points of view
Adapt communication style appropriately in different international settings
Handle intercultural conflict constructively and respectfully
Interact and deliver results in diverse teams

Assessment

Podcast Episode (70 pts) — Small-team (2–3) podcast on an intercultural management topic. 30 pts team (content + structure) + 40 pts individual (delivery, detail, peer feedback at Podcast Party). Due Tue 23 Jun 22:00 in Teams.
Culture Mosaic (30 pts) — Weekly reflection “pieces” in mixed formats (written ~200 words, short video max 60s, creative visual…) — min. 3 different formats. Due Fri 17 Jul 17:00 in Teams.

Schedule

Mar 19 — (Re)Introduction to Culture, Intercultural Management & Competence
Mar 26 — Cultural Models: Benefits and Risks · Read: Cultural Intelligence (HBR)
Apr 2 — Mental Models, Cognitive Bias, Stereotypes, IAT & Cognitive Diversity
Apr 9 — No class (Easter Break)
Apr 16 — Podcast Coaching Session
Apr 23 — No class (International Week)
Apr 30 — Work-Life Balance, Boundaries & Cultural Development
May 7 — Intercultural Communication & Negotiations Workshop
May 14 — No class (Public Holiday)
May 21 — Leading & Following: Trust, Social Capital & Ethical Conflicts
May 28 — Religion, Gender, Multicultural Perspectives & Self-Initiated Expatriates
Jun 4 — No class (Public Holiday)
Jun 11 — LGBTQ+ Issues from Multicultural & Marketing Perspectives
Jun 18 — Final Podcast Working Session & Coaching
Jun 25 — 🎧 Podcast Party (peer listening & feedback) · Episode due Tue 23 Jun
Jul 2 — Coffee Discussion: Process Reflection & Culture Mosaic finalization

Strategic Management + Social Business

IB&M · Summer · Part of the Module Corporate Management for IB&M students

Syllabus & Schedule

ModuleCorporate Management I (Unternehmensführung I) ProgramIB&M · SoSe 2026 TimeMon 10:15–11:45, Room D333 Co-instructorJost Wiethölter (Project Management)

Learning Objectives

Understand different types of strategies and how to develop disruptive, innovative, or highly adaptive ones
Integrate awareness of climate and social change into business model thinking
Use specific tools to measure, influence, and communicate financial and non-financial performance
Analyze how strategies can align economic, climate, and social goals for stakeholder value
Create a strategic approach blending sustainable/social responsibility with growth for people, planet, and profit

Assessment

Presentation (20 pts) — 10-min team pitch: radical strategy idea for a listed company creating financial + social/environmental value
Quizzes (30 pts) — Best 3 of 4 in-class quizzes (10 pts each); Apr 20, May 4, Jun 29 + 1 surprise
Reflective Essay (10 pts) — 1–2 pages comparing your own research to a GenAI tool on the same topic; due Fri 17 Jul 17:00 ILIAS

Topic Schedule

Mar 16 — Introduction to Strategic Management & Social Business
Mar 23 — Vision/Mission, Competitive Advantage, Stakeholder Theory
Apr 13 — Industry Analysis, Porter’s Five Forces, PESTEL
Apr 20 — Corporate Strategies: International & Disruption · Quiz 1
Apr 27 — Corporate Strategies: M&A & Vertical Integration
May 4 — Business Strategies: Cost Leadership, Differentiation, Niche · Quiz 2
May 11 — Strategy Implementation: Triple Bottom Line, Reporting, Change
May 18 — Digitalization, AI & Strategic Upheaval
Jun 1–22 — Team Presentations
Jun 29 — Wrap-up & Q&A · Quiz 3

Both semesters

International Management

IB&M / BWL · Winter & Summer - Intermediate Module co-taught with Prof. Laumann

Syllabus & Schedule

ProgramsBWL & IB&M · SoSe 2026 TimeTue, weekly (see schedule) TeamM. Laumann, M. Wasserman, J. Choudhary FocusChinese EV manufacturers expanding globally

Learning Objectives

Understand the foundations of international management across borders
Apply international management theories and strategies in the context of EV market expansion
Use AI responsibly for research: literature mapping, data analysis, and trend synthesis
Evaluate country and industry attractiveness, cultural, institutional, and political risks
Explain the trade-offs among different foreign operation modes
Understand CSR and sustainability in an international context
Formulate professional-grade strategic recommendations supported by quantitative and qualitative evidence
Demonstrate the ability to work effectively in a multicultural team

Assessment

Deliverable 1 — Company Diagnosis & Country Attractiveness (40%) — 20-min team presentation + 10-min Q&A on May 12 & 19. Multicultural teams of 4–5 analyze one Chinese EV company (BYD, SAIC, Xpeng, Chery, Xiaomi, Leapmotor, Li Auto) in India + one other country; includes company analysis, market attractiveness, SWOT, and country prioritization.
Deliverable 2 — Go-To-Market Strategy (60%) — 20-min team presentation + 15-min Q&A on Jun 23 & 30. Four tasks: product adaptation (CAGE analysis), sustainability recommendations, foreign operation mode, and 2–3 data-driven strategic recommendations for the next 5 years.

Schedule

Mar 17 — Introduction to International Management; EV Industry Overview
Mar 24 — Team Formation; Market Research with AI; Competitive Analysis; Sustainability intro
Mar 31 — Country Attractiveness & Risks; Company Analysis; SWOT
Apr 14 — Doing Business in India (Video Case Study) · Guest: Jugal Choudhary
Apr 21 — Doing Business in China · Guest: Dr. Anna Caspari (International Week)
Apr 21–May 4 — Individual coaching sessions on India with Jugal Choudhary (online)
May 5 — Interim presentation dry-run (90% ready) & feedback
May 12 — Interim Presentations · Submit slides via Teams 1 day before
May 19 — Interim Presentations & Feedback; Kickoff for Final Presentation
May 26 — Foreign Operation Modes; CAGE Framework
Jun 2 — International Presentation Skills; Presentation Structure & Expectations
Jun 9 — Finalize recommendations
Jun 16 — Final presentation dry-run (90% ready) & feedback
Jun 23 — Final Presentations · Submit slides via Teams 1 day before
Jun 30 — Final Presentations & Feedback

International New Ventures

IB&M / BWL · Winter & Summer - Specialization Module co-taught with Prof. Laumann and Prof. Balz

Syllabus & Schedule

ProgramsIB&M & BWL (Bachelor) · SoSe 2026 TimeWed 08:30–11:45 & Thu 14:15–15:45; Block: Fri 19 Jun 09:00–14:00 ClientVariowell — sleep-tech innovation company, Münster TeamM. Laumann, U. Balz, M. Wasserman

Learning Objectives

Evaluate and learn from both successful and unsuccessful international new venture processes
Analyze international market opportunities and identify typical INV strategies
Analyze and overcome challenges (market entry mode, IP rights, marketing, production, HR, CSR) for new businesses
Develop a financial plan for international new ventures
Use analytical tools to understand opportunities and threats facing international new ventures
Integrate knowledge and tools to develop recommendations for a specific company project
Demonstrate the ability to work effectively in multicultural teams

Assessment

Midterm — Market Analysis (40%) — 20-min team presentation + 10-min Q&A on 13 May. Analysis of Variowell’s assigned market (Canada, USA, UK, Australia, India, Switzerland, or Scandinavia): customer trends, market segments, sales channels, legal aspects, and SWOT. Slides due Teams 12 May 22:00.
Team Pulse & Action Plan (10%) — Miro Board activity on team processes and improvement measures. Due 15 May 22:00 on Teams.
Final — Go-To-Market Strategy (50%) — 20-min team presentation + 15-min Q&A on 19 Jun. Three data-driven recommendations for Variowell’s growth in the assigned market: product, story, value proposition, customer need, and detailed customer journey plan. Slides due Teams 18 Jun 22:00.

Schedule

Mar 18/19 — Introduction to INV; Intercultural Teams; Project Kickoff
Mar 25/26 — Q&A (online); Strategic Tools for Market Research; Primary & Secondary Research
Apr 1/2 — INV Strategies; Market Research with AI; Working with Interview Data
Apr 7–14 — Easter Break
Apr 15/16 — Case: New Venture in the Netherlands; Applying Tools; Team Work Time
Apr 22/23 — International Week — Team Work Time
Apr 29/30 — Midterm Presentation Coaching
May 6/7 — Midterm Presentation Trial Runs
May 13 — 🏛️ Midterm Presentations · Slides due 12 May 22:00
May 15 — Team Pulse & Action Plan due 22:00
May 20/21 — Presentation Feedback; Guest: Florian Scheffer (Eastman Chemical, B2B Market Development)
May 27/28 — Tutorial: Strategic Recommendations; Guest Speaker
Jun 3/4 — Team Work Time
Jun 10/11 — Coaching
Jun 17/18 — Final Presentation Trial Runs
Jun 19 — 🏛️ Final Client Presentations (block day) · Slides due 18 Jun 22:00
Jun 24/25 — Course Wrap-up & Feedback

Research

Research & publications

Selected publications

Full list on Google Scholar · ResearchGate.

Chapter
Fisher, S. L., Longoni, A., Luzzini, D., Pagell, M., Wasserman, M., & Wiengarten, F. (2024). A just transition towards making precarious work rare, safe, and legal. In S. Gold & A. Wieland (Eds.), The Supply Chain: A System in Crisis (pp. 111–125). Edward Elgar.
Journal
Nakabuye, Z., Bimbona, S., Mayanja, J., & Wasserman, M. (2024). Knowledge absorptive capacity: The secret sauce that helps entrepreneurs in Uganda convert technology orientation into export performance. African Journal of Business & Economic Research, 19(3).
Journal
Nakabuye, Z., Mayanja, J., Bimbona, S., & Wasserman, M. (2023). Technology orientation and export performance: the moderating role of supply chain agility. Modern Supply Chain Research and Applications, 5(4), 230–264. Link
Journal
Van Fossen, J. A., Pyram, R. H., Fisher, S. L., & Wasserman, M. E. (2022). The importance of representativeness as well as timeliness in studying technology: Three additional suggestions. Industrial and Organizational Psychology, 15(3), 465–468.
Conference
Wormeck, L., Crome, C., Meyer-Hollatz, T., Hinsen, S., & Wasserman, M. E. (2024). Evaluating digital sustainability-oriented innovations: Criteria for the frontend of innovation. ECIS 2024 Proceedings, 13. Link
Chapter
Wasserman, M., & Fisher, S. (2020). Sailing in stormy weather: Digitalization, ethics and e-HRM. In T. Bondarouk & S. Fisher (Eds.), Encyclopedia of Electronic HRM (pp. 156–162).
Chapter
Wasserman, M. E., & Fisher, S. L. (2020). E-Learning. In T. Bondarouk & S. Fisher (Eds.), Encyclopedia of Electronic HRM (pp. 188–194).
Conference
Feldmann, C., Delke, V., & Wasserman, M. E. (2019). Strategically aligning additive manufacturing supply chains for sustainability and effectiveness. IFAC-PapersOnLine, 52(10), 260–264.
Journal
Siebert, E., Wasserman, M., & Fisher, S. (2019). Using innovation hubs as global educational collaboration centers: Changing the international education model. Journal of International Business Research and Marketing, 4(5), 19–23.
Practitioner
Wasserman, M., & Mahmoodi, F. (2017). Disruptive technologies: Should you give them the green light? CSCMP’s Supply Chain Quarterly, 24–29.
Journal
Beekman, A. V., Steiner, S., & Wasserman, M. E. (2012). Where innovation does a world of good: Entrepreneurial orientation and innovative outcomes in nonprofit organizations. Journal of Strategic Innovation and Sustainability, 8(2), 22–36.
Journal
Pagell, M., Wu, Z., & Wasserman, M. E. (2010). Thinking differently about purchasing portfolios: An assessment of sustainable sourcing. Journal of Supply Chain Management, 46(1), 57–73.
Journal
Orvis, K. A., Fisher, S. L., & Wasserman, M. E. (2009). Power to the people: Using learner control to improve trainee reactions and learning in web-based instructional environments. Journal of Applied Psychology, 94(4), 960.
Journal
Sill, H. E., Fisher, S. L., & Wasserman, M. E. (2008). Consumer reactions to potential intrusiveness and benefits of RFID. International Journal of Information Technology and Management, 7(1), 76–97.
Journal
Fisher, S. L., Wasserman, M. E., & Palthe, J. (2007). Management practices for on-site consultants: Lessons learned from the expatriate experience. Consulting Psychology Journal: Practice and Research, 59(1), 17.
Chapter
Stimpert, J. L., Wasserman, M. E., & Jayaram, M. J. (1998). Strategic trajectories and patterns of innovation. In G. Hamel, C. K. Prahalad, H. Thomas, & D. O’Neal (Eds.), Strategic Flexibility. Russian edition: St. Petersburg: Piter, 2005.

Academic programs

Programs I manage

I’m responsible for two programs at the Münster School of Business. For official admissions information, always consult the FH Münster website.

Bachelor in International Business and Management (IB&M)

An internationally oriented business program combining a broad management foundation — strategy, marketing, finance, operations — with intercultural competence, a second language, an internship, and a double degree with a partner school, covering two or more semesters abroad.

Good fit for students who want an explicitly international career: consulting, international sales, or logistics.

Official program page (FH Münster) · How to apply

Master in Digital Business and Innovation Management (DigiBIM)

A master’s program for graduates who want to lead digital transformation and innovation. Core topics include digital business models, data-driven decision-making, innovation processes, and entrepreneurship.

Good fit for students who want cutting edge AI skills to complement a career in digital strategy, online product/service/process management, or innovation roles.

Official program page (FH Münster) · Admission requirements

Thinking about applying? I’m happy to answer questions about either program — use the email in the contact section and mention which program you’re asking about.

Thesis supervision

Writing your master thesis with me

I supervise theses primarily within DigiBIM and IB&M for topics close to my research and for students writing in English. These areas include topics related to international management, innovation, knowledge management, and sustainability. You generally need to

If yo.

What I expect from you

Capacity is limited — earlier inquiries have a better chance.

Contact

Get in touch

Email

wasserman@fh-muenster.de

Office

Room C517, FHZ
Corrensstraße 25
48147 Münster, Germany
View on map →

Office hours

By appointment.
Book a 30-minute slot →

Elsewhere

LinkedIn
Google Scholar