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Viele erfolgreiche Gründer haben einst an der WHU studiert. Unser Ziel ist es, dieses großartige unternehmerische Erbe fortzuführen, indem wir die nächste Generation erfolgreicher WHU-Gründer ausbilden und fördern.

Wir sind begeistert von Unternehmertum –

Und dem Aufbau junger Startup-Unternehmen!

  • Unsere Lehre bietet allen WHU-Studierenden die Möglichkeit genauer zu beurteilen, ob die Gründung eines eigenen Unternehmens eine attraktive Karriereoption für sie darstellt. Unsere Lehrinhalte reichen von Grundlagen des unternehmerischen Denkens und Handelns über tiefere Einblicke in die unternehmerische Finanzierung bis hin zu Seminarkursen, die konkrete Gründungsprozesse simulieren. Die Kurse finden am WHU-Campus Vallendar und vor Ort in Berlin statt. Nachfolgend finden Sie weiterführende Informationen zu unserem Kursangebot.
  • Unsere Forschung an der WHU und RWTH Aachen deckt alle Aspekte des Unternehmertums ab. Unsere Forschungsinteressen reichen von Unternehmertum & Psychologie über unternehmerische Finanzierung (Crowdfunding, ICOs), Marketing für Startups, Operations Management bis hin zu Corporate Entrepreneurship und Innovationsmanagement. Das Handelsblatt zeichnete Prof. Brettel 2014 als #6 der besten BWL-Forscher in Deutschland aus. Im Jahr 2019 wurde Prof. Brettel von der Wirtschaftswoche als forschungsstärkster Entrepreneurship-Professor in Deutschland ausgezeichnet. Nachfolgend finden Sie einige unserer aktuellen Veröffentlichungen.

Unser Team

Adjunct Prof. Dr. Malte Brettel
Adjunct Prof. Dr. Malte Brettel
Lehrstuhlinhaber
Dr. Andrea Greven
Dr. Andrea Greven
Post-Doc
Pia Katharina Fischhuber
Pia Katharina Fischhuber
Wissenschaftliche Mitarbeiterin
Dennis Zeiler
Dennis Zeiler
Externer Berater

Unsere Lehre – Vorbereitung auf eine Karriere als Gründer

Entrepreneurship ist sowohl ein Beruf als auch eine Wissenschaft. In unseren Kursen kombinieren wir die neuesten Tools und Methoden aus der Entrepreneurship-Forschung mit starken praktischen Erkenntnissen von echten Gründern. Die WHU ist in der privilegierten Lage, ein breites Spektrum erfolgreicher Alumni-Gründer zu haben. Wir nutzen dieses einzigartige Netzwerk und integrieren die Erkenntnisse und Best Practices der WHU-Unternehmer in allen unseren Kursen. Das hohe Maß an Vertrauen zwischen unseren Studierenden, dem Lehrstuhl und den Alumni der WHU ermöglicht es unseren Gastrednern, einzigartige Erfahrungen ihres eigenen unternehmerischen Werdegangs zu teilen. In vielen Fällen waren die Gastredner selbst noch vor wenigen Jahren Teilnehmer unserer Kurse. Wir nutzen die unternehmerische Expertise unserer Gastredner auch, um unsere Kursinhalte ständig zu evaluieren und ggf. anzupassen. Unsere Kurse haben zwei allgemeine Ziele:

  • Unterstützung der Studenten bei der Beurteilung, ob eine Karriere als Unternehmensgründer für sie attraktiv ist.
  • Unterstützung angehender Unternehmer, erfolgreiche Unternehmen zu gründen.

An der WHU bieten wir derzeit folgende Kurse an:

Dieses Seminar kommt der Gründung eines eigenen Unternehmens so nah wie möglich. Basierend auf der Lean-Startup-Methodik erarbeiten die Studenten eine Idee für ein Unternehmen und probieren sie aktiv am Markt aus. Erfahrene Unternehmer, Risikokapitalgeber und Business Angels unterstützen die Studenten in Einzelcoachings. Der Kurs basiert sehr stark auf Arbeit außerhalb des Hörsaals und Feedback von echten Kunden. Diese Erkenntnisse und die Coaching-Sitzungen helfen unseren Studenten, ihre Ideen im Laufe der Zeit ständig zu verbessern. Der Kurs endet mit einem finalen Demo-Day, an dem die Studenten ihre Unternehmen vor echten Business Angels/VCs pitchen, die bereit sein könnten, in das ein oder andere Unternehmen zu investieren. Dieser Kurs ist die ideale Möglichkeit, ein Gefühl dafür zu bekommen, was es braucht, um ein echter Unternehmer zu sein. Im Laufe der Jahre sind viele Start-ups wie Afilio, Barzahlen, Colabel, Evopark, Movinga oder Talentfinder aus diesem Kurs entstanden.

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Ziel dieses Kurses ist es, das Verständnis unserer MSc-Studenten für Startup-Finanzierungen und Geschäftsmodelle zu vertiefen. Der Inhaltsteil wird durch interaktive Vorträge einschließlich Videovorträge außerhalb des Hörsaals vermittelt. Der Hauptteil des Kurses besteht aus einem einwöchigen Seminar in Berlin. In Berlin tauchen die Studierenden in das unternehmerische Ökosystem ein, indem sie Start-ups und Investoren besuchen, um ein Netzwerk von zukünftigen Partnern aufzubauen. Im Laufe der Woche werden die Studenten Gastredner hören, die ihre praktischen Erfahrungen teilen und drei interaktive unternehmerische Fallstudien lösen. Der Kurs konzentriert sich auf unternehmerische Finanzierungsstrategien und Risikokapital.

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Unsere Forschung – Unterstützung von Gründern beim Aufbau und der Führung junger Unternehmen

Entrepreneurship als Forschungsdisziplin ist in den letzten zwei Jahrzehnten enorm gewachsen. Darüber hinaus ist ein erheblicher Teil des Wirtschaftswachstums auf neue Unternehmensgründungen und innovative Ideen zurückzuführen. Auf den ersten Blick kann Unternehmertum wie eine sehr praktische Disziplin erscheinen. Ein tiefes theoretisches Verständnis der verschiedenen unternehmerischen Prozesse ist jedoch entscheidend, damit Gründer erfolgreichere und nachhaltigere Unternehmen aufbauen und führen können. Entrepreneurship ist ein multidisziplinäres Forschungsgebiet und bezieht Erkenntnisse aus vielen anderen Forschungsdisziplinen ein. Dies spiegelt sich auch in der Vielfalt der Forschungsinteressen unseres Lehrstuhls wider. Prof. Brettel wurde immer wieder als einer der führenden deutschen Forscher in den Bereichen Entrepreneurship und Betriebswirtschaft ausgezeichnet.

Entrepreneurship and Innovation Group

Maus, C., Greven, A., Kurth, N., Brettel, M. (2024), How do investor characteristics of business angels and venture capitalists predict the occurrence of co-investments?, Journal of Business Economics : JBE = Zeitschrift für Betriebswirtschaft : ZfB, Vol. 94 (5), pp. 763–811.

Entrepreneurship and Innovation Group

Asenkerschbaumer, M., Greven, A., Brettel, M. (2024), The role of entrepreneurial imaginativeness for implementation intentions in new venture creation, International Entrepreneurship and Management Journal, Vol. 20, pp. 55-88.

Entrepreneurship and Innovation Group

Greven, A., Beule, T., Fischer-Kreer, D., Brettel, M. (2024), Perceiving an entrepreneurial climate at universities: an inquiry into how academic entrepreneurs observe, use, and benefit from support mechanisms, Research Policy, Vol. 53 (2), 104929.

Entrepreneurship and Innovation Group

Krieweth, C., Guragata-Balasa, P., Greven, A., Brettel, M. (2024), The role of top management teams' functional background diversity in firms' coopetitive behavior, Industrial Marketing Management, Vol. 117, pp. 275-287.

Entrepreneurship and Innovation Group

Bimmermann, C., Greven, A., Fischer-Kreer, D., Brettel, M. (2024), Exploring the dark side of inter-firm coopetition: the harmful effect on customer satisfaction, Industrial Marketing Management, Vol. 122, pp. 13-25.

Entrepreneurship and Innovation Group

Droege, C., Greven, A., Fischer‐Kreer, D., Brettel, M. (2023), Inter‐firm coopetition and credit ratings: how the debt market reacts to inter‐firm coopetition, British Journal of Management, Vol. 34 (4), pp. 2093-2115.

Entrepreneurship and Innovation Group

Greven, A., Kruse, S., Vos, A., Strese, S., Brettel, M. (2023), Achieving product ambidexterity in new product development: the role of middle managers' dynamic managerial capabilities, Journal of Management Studies, Vol. 60 (7), pp. 1786-1818.

Entrepreneurship and Innovation Group

Greven, A., Fischer‐Kreer, D., Bendig, D., Pöhler, S., Brettel, M. (2023), Boosting radical innovativeness through start‐up acquisitions: the role of decision autonomy and structural integration, R&D Management, Vol. 53 (5), pp. 840-860.

Entrepreneurship and Innovation Group

The potency of shortcuts in decision-making

Kruse, S., Bendig, D., Brettel, M. (2023), The potency of shortcuts in decision-making: a growing body of research suggests that CEOs who use heuristics can make more effective decisions than those who take a more comprehensive approach, MIT Sloan Management Review, Vol. 65 (1), pp. 17-19.

Entrepreneurship and Innovation Group

Schoss, S., Brettel, M., Urbig, D., Mauer, R. (2022), Deep-level diversity in entrepreneurial teams and the mediating role of conflicts on team efficacy and satisfaction, International Entrepreneurship and Management Journal, Vol. 18 (3), pp. 1173–1203.

Entrepreneurship and Innovation Group

Reck, F. S., Fischer, D., Brettel, M. (2022), Ethical decision-making in family firms: the role of employee identification, Journal of Business Ethics, Vol. 180 (2), pp. 651–673.

Entrepreneurship and Innovation Group

Engels, N., Haarkötter, N., Fischer-Kreer, D., Brettel, M. (2022), CHRO firm dinosaur versus CHRO role gorilla: the effect of CHRO company and role tenure on firms’ social performance, Journal of Business Economics : JBE = Zeitschrift für Betriebswirtschaft : ZfB, Vol. 92 (6), pp. 929–954.

Entrepreneurship and Innovation Group

Maus, C., Greven, A., Kurth, N., Brettel, M. (2024), How do investor characteristics of business angels and venture capitalists predict the occurrence of co-investments?, Journal of Business Economics : JBE = Zeitschrift für Betriebswirtschaft : ZfB, Vol. 94 (5), pp. 763–811.

Entrepreneurship and Innovation Group

Asenkerschbaumer, M., Greven, A., Brettel, M. (2024), The role of entrepreneurial imaginativeness for implementation intentions in new venture creation, International Entrepreneurship and Management Journal, Vol. 20, pp. 55-88.

Entrepreneurship and Innovation Group

Greven, A., Beule, T., Fischer-Kreer, D., Brettel, M. (2024), Perceiving an entrepreneurial climate at universities: an inquiry into how academic entrepreneurs observe, use, and benefit from support mechanisms, Research Policy, Vol. 53 (2), 104929.

Entrepreneurship and Innovation Group

Krieweth, C., Guragata-Balasa, P., Greven, A., Brettel, M. (2024), The role of top management teams' functional background diversity in firms' coopetitive behavior, Industrial Marketing Management, Vol. 117, pp. 275-287.

Entrepreneurship and Innovation Group

Bimmermann, C., Greven, A., Fischer-Kreer, D., Brettel, M. (2024), Exploring the dark side of inter-firm coopetition: the harmful effect on customer satisfaction, Industrial Marketing Management, Vol. 122, pp. 13-25.

Entrepreneurship and Innovation Group

Droege, C., Greven, A., Fischer‐Kreer, D., Brettel, M. (2023), Inter‐firm coopetition and credit ratings: how the debt market reacts to inter‐firm coopetition, British Journal of Management, Vol. 34 (4), pp. 2093-2115.

Entrepreneurship and Innovation Group

Greven, A., Kruse, S., Vos, A., Strese, S., Brettel, M. (2023), Achieving product ambidexterity in new product development: the role of middle managers' dynamic managerial capabilities, Journal of Management Studies, Vol. 60 (7), pp. 1786-1818.

Entrepreneurship and Innovation Group

Greven, A., Fischer‐Kreer, D., Bendig, D., Pöhler, S., Brettel, M. (2023), Boosting radical innovativeness through start‐up acquisitions: the role of decision autonomy and structural integration, R&D Management, Vol. 53 (5), pp. 840-860.

Entrepreneurship and Innovation Group

The potency of shortcuts in decision-making

Kruse, S., Bendig, D., Brettel, M. (2023), The potency of shortcuts in decision-making: a growing body of research suggests that CEOs who use heuristics can make more effective decisions than those who take a more comprehensive approach, MIT Sloan Management Review, Vol. 65 (1), pp. 17-19.

Entrepreneurship and Innovation Group

Schoss, S., Brettel, M., Urbig, D., Mauer, R. (2022), Deep-level diversity in entrepreneurial teams and the mediating role of conflicts on team efficacy and satisfaction, International Entrepreneurship and Management Journal, Vol. 18 (3), pp. 1173–1203.

Entrepreneurship and Innovation Group

Reck, F. S., Fischer, D., Brettel, M. (2022), Ethical decision-making in family firms: the role of employee identification, Journal of Business Ethics, Vol. 180 (2), pp. 651–673.

Entrepreneurship and Innovation Group

Engels, N., Haarkötter, N., Fischer-Kreer, D., Brettel, M. (2022), CHRO firm dinosaur versus CHRO role gorilla: the effect of CHRO company and role tenure on firms’ social performance, Journal of Business Economics : JBE = Zeitschrift für Betriebswirtschaft : ZfB, Vol. 92 (6), pp. 929–954.

Neben unserer Journal-basierten Forschung betreuen wir auch sehr gerne spannende und qualitativ hochwertige Bachelor- und Masterarbeiten:

"This paper analyzes the challenges and success factors of Venture Capital Investors in the field of health-tech. Most risks startups face could be directly transferred to risks for Venture Capitalists: High product development uncertainty, legal considerations, and insufficient cash planning are main challenges that stretch throughout the time a Venture Capital Investor is holding the company. Further, this paper proves that the founding team, its experience, education, and market knowledge still plays a decisive role when Venture Capitalists source a health-tech startup. To mitigate the risk of sourcing non-successful businesses, Venture Capital Firms put great emphasis on diversifying the educational background of employees in the investment team. In the funding process, Venture Capitalists face competition through other investors, whereby strategic Corporate investors are favored as they represent a possible acquirer. Further, it became evident that Venture Capital Investors do not prefer to exit via an Initial Public Offering as they deliver significantly fewer returns on investment than a secondary sale. As valuations in health-tech startups rise sharply within a short time frame, the risk whether they still reflect the fundamental value of the company is all-time present throughout different investment stages."

"Since the social startup industry is a relatively new field of research, there is little existing knowledge about the specific problems of social enterprises when marketing a new product or service. The main difference to the commercial startup is the drive of the entrepreneur to positively contribute to the society’s well-being. Based on the conducted interviews, the main challenges that arise from the economic and social value creation motive are the complexity of dealing with two target groups, the limited external funding opportunities, and the small size of the network. To overcome these challenges, my interview partners, among others, suggest applying the principle of Lean Start up for quick commercialization. In addition, it was highly recommended to have at least one founding member with a background in business, such that the business plan can be evaluated correctly."

"In the wake of ongoing globalization and digitalization, China is approximating leadership in technology and innovation. This development has taken place despite a political constellation of authoritarian communistic market control and extensive surveillance systems. China’s opening towards the West in terms of allowing foreign capital inflow through FDI’s and VC’s as well as state induced mechanisms such as tax incentives, provision of digital infrastructure and a clearly drawn strategy for technological and economic advancement fueled China’s rapid development . Starting with an imitation strategy which included the copying of already proven business models from the West, China gained entrepreneurial sovereignty which disembogued in an intrinsically driven innovation strategy. The remarkable pace and success which accompanied this game plan yield the necessity of analyzing Chinese success factors and selecting best practices and learnings that are feasibly implementable in the German startup ecosystem. This paper aims to build a bridge between the rapid entrepreneurial progress of the middle kingdom and the old grown structures of entrepreneurship and know-how establishment in Germany, characterized by high levels of bureaucracy and inflexibility. Emulating feasibly implement able Chinese best practices could rekindle the drive in Germany’s start up-ecosystem and enable competitiveness on a global scale."

"Healthcare is at a digital tipping point, and entrepreneurial opportunities in the field of Digital Health seem ubiquitous. Therefore, an assessment of the Digital Health market as a whole is rounded off with an illumination and analysis of underlying trends, challenges, and success factors for startups. The explorative nature of this thesis is reflected by the fact that it is based not only on a literature review but also on interviews that were conducted with experts from various backgrounds. The intertwining of scholarly and practitioners’ perspectives gives a wellrounded impression of the status quo of Digital Health."

"Companies are always confronted by the dynamics of the business cycle. In an economic boom companies can thrive while in an economic recession some must shut down operations. In order to survive and maybe even come back stronger after a recession, companies must apply the right strategies to build a strong fundament. Furthermore, companies must act fast and need to constantly improve in terms of profit margins, capital structures and efficiencies to survive a recession. The best time to start preparing these strategies is during an expansionary economy when demand is high. Therefore, this thesis includes strategies and actionable recommendations for companies to optimize their fundamental processes to be resistant against a recession, making them able to utilize opportunities during a downturn to potentially win market share and further achieve sustainable long-term growth."

"Inadequately conducted marketing and sales is a major reason for new venture failure. New ventures face a multiplicity of internal and external challenges when trying to attract first customers. Based on a review of literature in the fields of entrepreneurship as well as marketing and sales, these challenges for new ventures are examined. Subsequently, an explorative study, has the objective to analyze the challenges that are identified and to assess the actual behavior that is shown to attract first customers. It becomes evident that entrepreneurs apply various marketing-, public relations-, and business strategies to mitigate the difficulties, such as insufficient awareness or a lack of credibility in the eyes of potential customers, and therefore successfully attract first customers. This study enriches the academic research field with insights into customer acquisition strategies of new ventures and provides future founders with an applicable toolset to attract their first customers by making use of best practices."

"In comparison to regular employees, entrepreneurs face higher responsibilities, work longer hours and have lower average incomes. Nonetheless, entrepreneurs have been found toperceive lower stress levels and are more satisfied with their life in total. Underlying reasons are the entrepreneurs´ enhanced psychological capital, which helps them to better cope with stress, and entrepreneurial values such as higher levels of autonomy, flexibility and freedom. The paper compares social capital of entrepreneurs before and after the entrance of an investor into a start up. Financially backed entrepreneurs have been found to possess a higher psychological capital that helps them to mitigate higher work-related stress factors and increase their well-being through achievements, despite limited entrepreneurial freedom through an investor. Unbacked founders, however, perceive higher levels of stress in total, due to environmental reasons such as financial distress and distracting side-activities."

"This thesis presents the reader with different exemplary new technologies and corresponding applications, which contain moral dilemmas. It lays out on which levels the moral dilemmas exist, in order to study the challenges an entrepreneur is facing when entering one of these fields of activity. Specific emerging new technologies are exemplary outlined, taking possible applications into account. Ethical theories of moral reasoning are clarified and applied to the possible moral reasoning of an entrepreneur. These are then combined to assess the moral dilemmas arising from the application of emerging new technologies and to demonstrate the complexity of frameworks in and for such economic sectors. Decisions, responsibilities, and resulting challenges, and approaches to possible solutions are discussed on the different levels of the individual entrepreneur, the company, and the regulatory frameworks."

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Adjunct Prof. Dr. Malte Brettel
Adjunct Prof. Dr. Malte Brettel
Lehrstuhlinhaber