Corporate Restructuring PT
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Performance Restructuring Instruments

level of course unit

second cycle, Master

Learning outcomes of course unit

Upon successful completion of the course, students are able to characterize and differentiate the main sub-functions of the economic enterprise functions and identify the typical problem areas, respectively crisis causes, as well as reorganization measures.

prerequisites and co-requisites

not applicable

course contents

By means of the performance-related reorganization, the individual functional areas of a company shall be made productive again in crisis phases as well as aligned and reorganized with respect to the current market situation.

Here, the immediate actions of the company are in the focus. Functional areas such as purchasing, production /construction /logistics, sales, human resources and accounting are examined for their processes and mutual interaction as well as checked against the background of the company's current situation. These are examined and evaluated and the causes of the crises are worked out. Then, the subsequently worked out solution and optimization suggestions are to be structured and prioritized. These suggestions will be used for an integrated reorganization plan. This is not only a guide for the newly designed internal processes, but the most important basis for discussions / negotiations with (external) creditors. The performance-related reorganization with its instruments is presented against the background of an impending insolvency or bankruptcy.

recommended or required reading

Freiherrr von Leoprechting Gunter (2013) Verhandeln mit Gläubigern wie Banken und Lieferanten. In: Exler, Markus (Hrsg.) Restrukturierungs- und Turnaround-Management, S.155-168, Berlin,
Buth, A.K. & Hermanns, M. (2009) Restrukturierung Sanierung Insolvenz, München.
Dinibütünoglu, Y. (2009). Bank-Strategien und Poolverträge in Krisen der Firmenschuldner, Eine empirische Analyse, Wiesbaden.
Evertz, D. & Krystek, U. (2010). Restrukturierung und Sanierung von Unternehmen, Grundlagen, Fallstudien und Instrumente für die Praxis, Stuttgart.
Faulhaber, P. & Grabow, H.-J. (2009). Turnaroundmanagement in der Praxis, Umbruchphasen nutzen ¿ neue Stärken entwickeln, Frankfurt.
Fisher, R., Ury, W. & Patton, B. (2009). Das Harvard-Konzept, Sachgerecht verhandeln, erfolgreich verhandeln, Frankfurt.
Hess; H. (2009). Sanierungshandbuch, Köln.
Hess, H. (2007). Insolvenzrecht, Tipps und Taktik, Heidelberg.
Krystek, U. & Moldenhauer, R. (2007). Handbuch Krisen- und Restrukturierungsmanagement, Generelle Konzepte, Spezialprobleme, Praxisberichte, Stuttgart.
von Leoprechting, G. (Hrsg.) (2010). Unternehmenssanierung - Krisenberatung, Branchenbesonderheiten, Checklisten, Herne.

assessment methods and criteria

Written examination or homework

language of instruction


number of ECTS credits allocated


planned learning activities and teaching methods

Lecture, group work, presentation and task discussion

semester/trimester when the course unit is delivered


name of lecturer(s)

Dipl.-Oec. Gunter von Leoprechting

year of study

1.year of studies

recommended optional program components

not applicable

course unit code


type of course unit

compulsory (integrated lecture)

mode of delivery

In-class course

work placement(s)

not applicable


Situm Mario
Prof. (FH) DDr. Mario Situm, MBA
Director of Studies
+43 5372 71819 147
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Internationales Symposium Restrukturierung

Am 23. Oktober 2020 findet das „9. Internationale Symposium Restrukturierung“ an der Fachhochschule Kufstein Tirol statt.

Im Mittelpunkt der Jahreskonferenz 2020 steht das Rahmenthema "Gute Führung". Details finden Sie hier.

Restrukturierungs- und Turnaround-Management

ild: Buch Restrukturierungs- und Turnaround- Management


Der berufsbegleitende Masterstudiengang „Unternehmensrestrukturierung & -sanierung“ ist nach einjähriger Begutachtung offiziell „TMA zertifiziert“ – das renommierte Qualitätssiegel des Verbandes der deutschen Restrukturierungsexperten (TMA).

Weitere Informationen siehe hier.