@misc{Wessling2004,
  author    = {Weßling, Matthias},
  title     = {Lideran{\c{c}}a e Motiva{\c{c}}{\~a}o Organizacional: Conceitos, Auto-Avalia{\c{c}}{\~o}es, Experi{\^e}ncias},
  year      = {2004},
  abstract  = {Pensando na motiva{\c{c}}{\~a}o de uma perspectiva gerencial, {\´e} muito importante ter a seguinte vis{\~a}o: ninguem pode conseguir motivar outras pessoas, mas um lider pode influenci{\´a}-las a fazer as coisas com mais entusiasmo. Al{\´e}m disso, ele deve conhecer a sua personalidade mesmo. Ele precisa de reconhecimento dos pontos fortes e fracos proprios. Quem - por exemplo - {\´e} bem fechado, precisa desenvolver mais forca para motivar as outras pessoas. Quem - por outro exemplo - adora de fazer todas coisas sozinho, vai ter dificuldades com delega{\c{c}}{\~a}o para seus funcionarios. Se ele sabe desse ponto fraco proprio, ele pode evitar esse ponto fraco e delegar de verdade. Para conseguir essa meta, um dialogo de ´feedback´ com os funcionarios e muito importante para descobrir as diferen{\c{c}}as entre a auto-percep{\c{c}}{\~a}o e o percep{\c{c}}{\~a}o dos outros, por exemplo sobre o estilo de lideran{\c{c}}a aplicada.},
  subject      = {F{\"u}hrung},
  language  = {pt}
}
@misc{Wessling2005,
  author    = {Weßling, Matthias},
  title     = {Lideran{\c{c}}a e Motiva{\c{c}}{\~a}o Organizacional: Conceitos, Auto-Avalia{\c{c}}{\~o}es, Experi{\^e}ncias Europ{\´e}ias},
  year      = {2005},
  abstract  = {Os 3 items majores: a explica{\c{c}}{\~a}o do conceito cient{\´i}fico, depois praticar o conceito atrav{\´e}s de uma auto-avalia{\c{c}}{\~a}o, e no final algumas experi{\^e}ncias de empres{\´a}rios europ{\´e}ias. Um L{\´i}der de Sucesso deve ser - como diz o ditado - "um Pau para toda Obra", uma pessoa de m{\´u}ltiplas Fun{\c{c}}{\~o}es e Compet{\^e}ncias. Em geral s{\~a}o as compet{\^e}ncias requeridas de um L{\´i}der de Sucesso as 4 seguintes: 1. Compet{\^e}ncia especializada 2. Compet{\^e}ncia Met{\´o}dica 3. Compet{\^e}ncia social 4. Compet{\^e}ncia individual.},
  subject      = {F{\"u}hrung},
  language  = {pt}
}
@inproceedings{FredebeulKrein2007,
  author    = {Fredebeul-Krein, Markus},
  title     = {10 years of liberalised telecom markets in Germany: Assessing the degree of competition on the markets for voice telephony},
  year      = {2007},
  abstract  = {Market data for the German telecom market shows that Deutsche Telekom as the former incumbent is constantly loosing shares on all arkets for voice telephony: the market for local calls, the market for long-distance calls and the market for international calls. At the same time prices decline steadily with the latest trend being that operators offer voice services free of charge, the costs of which are covered by a monthly subscription charge. Against this background the paper examines the state of policy and regulatory reform in the telecommunications sector in Germany almost 10 years after the liberalisation of the fixed telecommunications market. Thereby the focus is on the analysis of the competitive conditions that have been established on the German market for voice telephony services. If these retail markets are competitive, there might be a need to remove remaining regulatory provisions. In the new environment of converging markets the future challenge of regulating fixed telecom markets might be to ensure that access to the network and/or services of a potentially dominant provider in a relevant market will satisfy requirements for openness and non-discrimination.},
  subject      = {Telekommunikationsmarkt},
  language  = {en}
}
@inproceedings{FredebeulKrein2007,
  author    = {Fredebeul-Krein, Markus},
  title     = {10 Jahre Wettbewerb auf dem deutschen Telekommunikationsmarkt: Zeit f{\"u}r einen Paradigmenwechsel in der Regulierung?},
  year      = {2007},
  abstract  = {1. Ein Referenzrahmen f{\"u}r die Wettbewerbsanalyse 2. Regulierung des deutschen Marktes f{\"u}r Sprachtelefondienste 3. Wettbewerb auf dem deutschen Markt f{\"u}r Sprachtelefondienste 4. Die Telekommunikationsregulierung vor einem Paradigmenwechsel},
  subject      = {Telekommunikationsmarkt},
  language  = {de}
}
@misc{Schneider2004,
  author    = {Schneider, Bettina},
  title     = {Finanzierung und Liquidit{\"a}tssicherung. Teil 1. BWL f{\"u}r Ingenieure},
  year      = {2004},
  abstract  = {Finanzierung und Liquidit{\"a}tssicherung. Teil 1. BWL f{\"u}r Ingenieure. 10 Folien neue Version vom 06.12.2004 Gliederung: 1. Begriffe und Ziele 2. Finanzplanung 3. Finanzierungsquellen Zugriff nur auf dem Campus oder per Virtual Private Network VPN},
  subject      = {Finanzierung},
  language  = {de}
}
@misc{Schneider2004,
  author    = {Schneider, Bettina},
  title     = {Finanzierung und Liquidit{\"a}tssicherung. Teil 2. BWL f{\"u}r Ingenieure},
  year      = {2004},
  abstract  = {Finanzierung und Liquidit{\"a}tssicherung. Teil 2. BWL f{\"u}r Ingenieure. 12 Folien Neue Version vom 6.12.2004 3. Finanzierungsquellen Zugriff nur innerhalb des Campus oder per Virtual Private Network VPN},
  subject      = {Finanzierung},
  language  = {de}
}
@misc{Schneider2004,
  author    = {Schneider, Bettina},
  title     = {Finanzierung und Liquidit{\"a}tssicherung. Aufgaben. BWL f{\"u}r Ingenieure},
  year      = {2004},
  abstract  = {5 Folien neue Version vom 6.12.2004 Zugriff nur auf dem Campus oder per Virtual Private Network VPN},
  subject      = {Finanzierung},
  language  = {de}
}
@misc{Schneider2004,
  author    = {Schneider, Bettina},
  title     = {Finanzierung und Liquidit{\"a}tssicherung. L{\"o}sungen. BWL f{\"u}r Ingenieure},
  year      = {2004},
  abstract  = {10 Folien. L{\"o}sungen zu Finanzierung und Liquidit{\"a}tssicherung. Zugriff nur auf dem Campus oder per Virtual Private Network VPN},
  subject      = {Finanzierung},
  language  = {de}
}
@techreport{Wessling2009,
  type      = {Working Paper},
  author    = {Weßling, Matthias},
  title     = {How to deal with foreign cultures: an cross-cultural training-approach based on the didactical methodology of 'experiential learning' following Kolb \& Fry},
  year      = {2009},
  abstract  = {Many companies still conduct the worldwide management of people as if neither the external economic nor the internal structure of the firm had changed. The costs of cross-cultural failure, for individuals and their companies, are enormous: personal and family costs; financial, professional and emotional costs; costs to one's career prospects, to one's self-esteem, to one's marriage and family. This scenario describes sufficiently the reason for learning "the art of crossing cultures" (Craig Storti). To this end, this research paper describes an innovative approach of cross-cultural training, following the didactical ideas of Kolb and Fry, the so-called 'experiential learning'.},
  subject      = {Interkulturelles Lernen},
  language  = {en}
}
@article{Wessling2008,
  author    = {Weßling, Matthias},
  title     = {Aktives Nachfolger-Coaching f{\"u}r den Mittelstand setzt fr{\"u}h an : innovative Idee f{\"u}r Studierende der FH Aachen},
  year      = {2008},
  abstract  = {Es gibt oft Schwierigkeiten in der Unternehmernachfolge wegen fehlender Beratung. Die FH Aachen bietet ihren Studierenden seit 2007 ein Coaching an.},
  subject      = {Unternehmernachfolge},
  language  = {de}
}