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Course Pack

Germany and Turkey March 2026

Table of Contents

Briefing

Briefing Date Briefing Time Meeting Link
24 February 12h30 https://us02web.zoom.us/j/88938864522?pwd=V1FsbC9rMlNIYmkrUUU4Q1N5L2tndz09
Study-Tour-Briefing-Germany-and-Turkey-March-2026

Overview

Germany and Turkey March 2026

Germany: The Economic Engine of Europe

The Federal Republic of Germany is located in the heart of Europe, bordering nine countries. Following the devastation of World War II and decades of division, the country achieved reunification in 1990. Germany has since evolved from a rebuilding nation into Europe’s largest economy and a global leader in technology, engineering, and renewable energy. It is a federation of 16 states, with Berlin as its capital. Germany shares borders with Denmark to the north, Poland and the Czech Republic to the east, and France, Luxembourg, Belgium, and the Netherlands to the west.

Germany boasts a highly developed social market economy. The “Mittelstand” small to medium-sized enterprises forms the backbone of its economic success, fostering innovation and high employment. The government prioritizes the “Energiewende” (energy transition) and digital transformation. As a founding member of the European Union, Germany remains a primary destination for foreign direct investment (FDI), attracting global players to its high-tech manufacturing hubs and research corridors.

Berlin: A City of Transformation

Berlin, Germany’s capital and largest city, is a world-renowned center for culture, politics, and media. Once a symbol of the Cold War division, it has reinvented itself as a vibrant hub for startups and the creative industries. The city is iconic for its eclectic architecture, ranging from the historic Brandenburg Gate to the ultramodern Potsdamer Platz. Berlin’s unique “poor but sexy” reputation has shifted in recent years as it becomes an internationally competitive destination for tech entrepreneurs and global investors alike.

Turkey: The Bridge Between East and West

The Republic of Turkey occupies a unique transcontinental location, bridging southeastern Europe and western Asia. Established in 1923 following the fall of the Ottoman Empire, the country was modernized under the leadership of Mustafa Kemal Atatürk. Turkey serves as a vital geostrategic link between the Mediterranean, Black Sea, and the Middle East. With a population of over 85 million, it is a predominantly Muslim nation with a secular constitution. Turkish is the official language.

Turkey possesses a complex, emerging market economy. It is characterized by a strong manufacturing base particularly in textiles, automotive parts, and electronics and a massive tourism sector. Strategically positioned at the crossroads of global trade routes, Turkey has implemented various customs unions and trade agreements to attract international business. Despite recent inflationary challenges, Istanbul remains the powerhouse of the Turkish economy, driving the nation’s financial and commercial sectors.

Istanbul: The Confluence of Continents

Istanbul, Turkey’s most populous city and its economic heartbeat, sits astride the Bosphorus Strait. It is the only city in the world located on two continents. With a history spanning over 2,500 years, Istanbul has served as the capital of the Roman, Byzantine, and Ottoman Empires. Today, it is a bustling metropolis where ancient minarets and palaces stand alongside contemporary skyscrapers and luxury shopping districts.

What is Berlin Known For?

Berlin is one of the world’s most influential centers for history and avant-garde culture. It is the political heart of the European Union and a global leader in sustainable urban development. Beyond its dark 20th-century history, Berlin is a magnet for students and professionals due to its prestigious universities, world-class museums (such as those on Museum Island), and a nightlife scene that is unrivaled globally.

A History of Division and Unity

Berlin’s modern identity is defined by the Berlin Wall, erected in 1961 to separate East and West Berlin. For 28 years, it stood as the ultimate symbol of the “Iron Curtain.” The wall’s fall on November 9, 1989, not only signaled the end of the Cold War but also paved the way for German reunification. The city underwent a massive reconstruction period in the 1990s, transforming “no-man’s-land” areas into the thriving commercial centers seen today.

This study tour is designed to immerse students in the distinct economic engines and cultural tapestries of Germany and Turkey. By visiting Berlin and Istanbul, students will engage with a diverse array of organizations, including prestigious business schools, influential government agencies, industrial giants, and high-growth startups.

At the end of this course, students will be able to:

  • Develop contemporary knowledge about business practices in Germany (Berlin) and Turkey (Istanbul): Students will learn to navigate the nuanced protocols of the German Mittelstand (small-to-medium enterprises) and the relationship-driven commercial landscape of Turkey. This includes appraising the standard protocols of interaction required to succeed in both the Eurozone’s largest economy and the Eurasian bridgehead.

  • Critically assess the economies of Germany and Turkey: Students will determine the unique strengths and weaknesses of each nation for doing business. This involves analyzing Germany’s leadership in the “Green Transition” and high-tech manufacturing against Turkey’s strategic role as a global logistics hub and its resilience within a volatile emerging market.

  • Compare and contrast different cultures and ways of life: Participants will examine the cultural drivers in Germany and Turkey in relation to South Africa and the African continent. This includes exploring the “Directness vs. Diplomacy” communication styles and how these historical powers are currently reshaping their trade and diplomatic footprints across Africa.

  • Evaluate and analyze business models of selected companies: Through site visits in Berlin and Istanbul, students will dissect the operational strategies of diverse firms from German engineering firms and tech disruptors to Turkish diversified conglomerates and textile powerhouses to understand how they scale within their respective regulatory environments.

This study tour is designed to immerse students in the distinct economic engines and cultural tapestries of Germany and Turkey. By visiting Berlin and Istanbul, students will engage with a diverse array of organizations, including prestigious business schools, influential government agencies, industrial giants, and high-growth technology startups.

Curriculum tied to the context in South Africa

The study tour draws on the deep and long-standing industrial ties between South Africa and Germany, as well as the rapidly expanding commercial partnership with Turkey. Through extensive company site visits, students will compare the operations of major German multinationals in South Africa such as Volkswagen, BMW, and Siemens with their headquarters in Berlin. Similarly, the tour examines the “Bridge to Africa” model exemplified by Turkish giants like Arçelik (owners of Defy), analyzing how their manufacturing and R&D strategies in Istanbul translate to the South African consumer market. This allows students to evaluate how global strategies are localized for the South African context.

Curriculum tied to context in African and other dynamic emerging market economies

The overarching objective is to identify opportunities for African growth by contrasting two different global engagement models: Germany’s institutional “G20 Compact with Africa” and Turkey’s entrepreneurial “Africa Action Plan.” In the face of 2026’s shifting trade corridors and the EU’s Green Deal regulations, the focus is to map how Germany’s high-tech exports and Turkey’s massive infrastructure projects (valued at over $100 billion across the continent) impact individual African economies. Students will analyze how major firms navigate these global issues to enable management-level decision-making within the African Continental Free Trade Area (AfCFTA).

Sustainability

With the use of company and institution visits, the study tour addresses the optimality of resource allocation within the German Social Market Economy particularly its Energiewende (Energy Transition) policy and Turkey’s agile manufacturing response to global ESG standards. Students will explore how Berlin’s leadership in green hydrogen and Istanbul’s strategic role in the European-Eurasian supply chain define modern economic systems. The tour highlights the shift from traditional industrial models to sustainable, circular economies and the role of the state in managing these transitions.

Entrepreneurial action

Institution and company visits provide firsthand insight into two distinct styles of innovation. In Berlin students will observe structured, venture-backed tech disruption and deep-tech scaling. In contrast, Istanbul offers a masterclass in resilient, high-speed entrepreneurial action and managed risk-taking within a volatile emerging market. By engaging with founders and incubators in both cities, students learn to balance the German emphasis on stability and precision with the Turkish flair for market agility and “moonshot” ventures.

Critical engagement

By focusing on examples of successful and unsuccessful business ventures across the Euro-Eurasian corridor, the course enables students to acquire a better perspective on the consequences of business decisions. Students will critically analyze the risks of German institutional rigidity versus the challenges of Turkish currency volatility, learning to identify the foreseeable and unforeseeable consequences of expansion. This critical lens helps future leaders understand why some business models thrive in emerging markets while others fail to adapt.

Course assesment and assignments

Course Assessment

Assessment

 Number

Mark

Standing Orders and Indemnity Forms 

1

0%

Pre-Trip Assessment (Individual Assignment)

2

40%

On-field syndicate assignment

3

30%

EQ Assessment (Multiple Choice Questions)

4

30%

Total

 

100%

Pass Mark Requirements  

In terms of the Standing Orders, to pass a course a student is required to achieve a final accumulative average of 50% for a pass mark, and a subminimum of 35% in the examination. When an assignment is an exam equivalent, failure to submit on time will result in a student being ‘failed absent’, with the result that the student will be failed off the programme.

When the individual assignment is designated as an exam equivalent, please specify in the heading for the assignment that this is the case. As stated above, the status of the assignment has implications for the Rules and Standing Orders. 

Assessment ONE (GL 3) – (0%)  

The purpose of this assessment is to familiarise and fully acknowledge the rules, standing orders, code of conduct and indemnity forms for the global study tours. 

Assessment

Participants are required to read and fill in the rules, standing orders, code of conduct and indemnity forms for the global study tours.

Assessment TWO (GL 1 and 2): 40% 

 

The purpose of this assessment is for the participant to demonstrate through various models and theories, the necessary competencies in International Business knowledge.  

 

Penalty for late submission: Not late submission accepted.  

Mark allocation:   

Criterion 

Mark Allocation % 

 

Application to the integration of theories developed and learnt throughout the MBA programme   

 

35 

Application of the theory to the relevant case study selected 

35 

Research and use of relevant data to complement situation analysis 

20 

Presentation: Referencing, style, etc. 

10 

TOTAL 

100 

Individual Assignment  

Answer all questions below:

Question 1: (10 marks)

Peng and Meyer (2019), A country’s institutions establish the formal and informal rules for operating in that country. Companies operating internationally need to know these ‘rules’ because these ‘rules’ differ between countries, and because they shape greatly what can be achieved and what is not possible in a country. Institutions can be formal or informal.  Formal institutions consist of laws, regulations and rules. Informal institutions consist of norms, cultures and ethics. 

Describe ONE of your host country’s economies.  Is it a market, command, or mixed economy?

Question 2: (15 marks)

Executives seeking to succeed in global markets should take into account different cultures of nations. In 1980, Geert Hofstede introduced the cultural dimensions model. Since then, it has been applied widely by organizations. 

Identify the relevant dimensions of Hofstede’s model for your host country and explain the importance of culture in international business.

Essential Readings:

(No date), Geert Hofstede: 6d model of National Culture, https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/  retrieved 1 June 2024

Question 3: (15 Marks)

Douglas, Wind and Pelmutter (1973) advocated four approaches (EPRG) of International Business as follows: 

  • Ethnocentric Approach 
  • Polycentric Approach  
  • Regiocentric Approach 
  • Geocentric Approach 

Provide TWO company examples of TWO of these approaches in your host country. 

Essential Readings: 

International Strategies of Businesses: Some Evidence from Internationalised Polish Firms (July 2014)
In book: International Entrepreneurship and Corporate Growth in Visegrad Countries (pp.41-56)
Edition: 1 Chapter: 3
Publisher: University of Miskolc Editors: Andrea S. Gubik, Krzysztof Wach
Link. (retrieved 24 February 2025)

Guidelines for Developing International Marketing Strategies
Yoram Wind, Susan P. Douglas, and Howard V. Perlmutter. Volume 37, Issue 2
https://journals.sagepub.com/doi/10.1177/002224297303700205 (retrieved 24 February 2025)

 

Field-based Syndicate Assignment (Amazing Race) (GL 4): 30%

The purpose of this assignment is for you to think quick on your feet. It’s fun and interesting. You will be allocated a syndicate group in your host country(ies) and will need to work as a team. The purpose of this assignment requires you to think out of the box and familiarise yourself with the environment. As a suggestion, download maps; know the history of the country, all online attractions and all modes of transport.  

Penalty for late submission:  No late submissions will be accepted.

Assessment Four (GL 3): 30% (End of Tour) 

The purpose of this assessment is for participants to understand the importance of behaving ethically in their professional lives.  

Participants are required to fill in a sell EQ Assessment, subsequently the respective Lead Academic will provide an overall score.   

Candidate EQ Assessment:

Self-Assessment: 

Part A: Professionalism

  1. How punctual were you for scheduled activities and meetings?
    • a) Always on time
    • b) Mostly on time
    • c) Occasionally late
    • d) Frequently late
  2. How did you dress for formal events and meetings during the tour?
    • a) Always appropriately
    • b) Mostly appropriately
    • c) Occasionally inappropriately
    • d) Frequently inappropriately

Part B: Engagement and Participation

  1. How actively did you participate in discussions and activities?
    • a) Very actively
    • b) Actively
    • c) Occasionally
    • d) Rarely
  2. Did you take initiative in group activities and discussions?
    • a) Frequently
    • b) Occasionally
    • c) Rarely
    • d) Never

Part C: Respect and Cooperation

  1. How well did you cooperate with peers and tour facilitators?
    • a) Excellent cooperation
    • b) Good cooperation
    • c) Fair cooperation
    • d) Poor cooperation
  1. How respectful were you towards local cultures and customs?
    • a) Very respectful
    • b) Respectful
    • c) Occasionally disrespectful
    • d) Frequently disrespectful

 

Part D: Communication

  1. How effectively did you communicate with team members and facilitators?
    • a) Very effectively
    • b) Effectively
    • c) Occasionally effectively
    • d) Ineffectively
  2. How open were you in receiving feedback and constructive criticism?
    • a) Very open
    • b) Open
    • c) Occasionally open
    • d) Not open

Part E: Responsibility and Accountability

  1. How responsibly did you handle personal belongings and travel documents?
    • a) Very responsibly
    • b) Responsibly
    • c) Occasionally responsibly
    • d) Irresponsibly
  2. How accountable were you regarding your actions and behaviour during the tour?
    • a) Very accountable
    • b) Accountable
    • c) Occasionally accountable
    • d) Not accountable

Part F: Adaptability and Problem-Solving

  1. How did you adapt to new environments and situations?
    • a) Very well
    • b) Well
    • c) Occasionally well
    • d) Poorly
  1. How effectively did you solve any problems or challenges that arose during the tour?
    • a) Very effectively
    • b) Effectively
    • c) Occasionally effectively
    • d) Ineffectively

 

(Lead Academic Assessment) 

Part G: Overall Behaviour: How would you rate the participant’s overall behaviour during the tour?

  • a) Excellent
  • b) Good
  • c) Fair
  • d) Poor
  1. If any, what areas of the participant behaviour need improvement? 
  2. Any additional comments or feedback regarding the participant behaviour during the tour. 
Shinnar, R. S., & Zamantılı Nayır, D. (2019). Immigrant entrepreneurship in an emerging economy: The case of Turkey. Journal of Small Business Management, 57(2), 559-575.
Stepanenko, V. (2024). The features of doing business in Germany.
Assessment Number Mark Weighting (%) Submission Date
Standing Orders and Indemnity Forms 1 0% 25 February
Pre-Trip Assessment (Individual Assignment) 2 40% 11 March
On-field syndicate assignment 3 30% 28 March – Check Schedule
EQ Assessment (Multiple Choice Questions) 4 30% 2 April 2026 – End of Trip
Total 100%

Tour Schedule

*This schedule is subject to change without prior notice, please refer to the daily schedule sent in the Whatsapp group for any updates.

Pre Tour Briefing (South Africa/Zoom)
Briefing Date Briefing Time Meeting Link
24 February 12h30 https://us02web.zoom.us/j/88938864522?pwd=V1FsbC9rMlNIYmkrUUU4Q1N5L2tndz09
DATE WEEK DAY TRANSFER ACTIVITY Schedule CITY
22/Mar Sunday Departure from Johannesburg – 19:05 Johannesburg South Africa
DATE WEEK DAY TRANSFER ACTIVITY CITY
23/Mar
Monday
YES
Land – 06:00 – Early check in at hotel – Late Afternoon Cultural Activity: Discover Turkey
Istanbul
Cultural Activity: Discover Turkey
24/Mar
Tuesday
YES
Koc
 Arrive at Koc by 09:00
Istanbul
09:55-11:45 A Journey Through a City of Empires: The “Istanbul”: The City
Lunch on campus
12:00-12:45 An Introduction to Turkish Cuisine
Hands-On Cooking Workshop and lunch
25/Mar
Wednesday
YES
Koc
 Arrive at Koc by 09:00
Istanbul
09:30-11:30 Turkiye Today: Economy, Politics, Society
Lunch on campus
12:45-13:45 Industry Speaker 1
14:00-15:00 Industry Speaker 2
26/Mar
Thursday
YES
Company Visits
 Courtesy Visit: Consul
Istanbul
Leisure
27/Mar
Friday
YES
Depart for Berlin – 08:40 land 09:30
Istanbul
Lunch included
Courtesy Visit: German Embassy
DATE WEEK DAY TRANSFER ACTIVITY CITY
28/Mar
Saturday
YES
Amazing Race- including lunch
Berlin
29/Mar
Sunday
YES
Berlin
Leisure
30/Mar
Monday
YES
Company Visits Leave Hotel at , 19:15 depart to Istanbul for SA
 10h15 BMW GROUP PLANT -BERLIN
Berlin
Lunch included
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) (Development Agency (TBC)
31/Mar
Tuesday
YES
Depart from Istanbul, return to SA – 10:30
Istanbul/SA

Itinerary

Download Itinerary

Additional Info and Contact Details

Additional Information

Kindly bring formal wear and business cards for company visits. The following dress code applies:

 

  • Conservative suits for men with subtle colours are the norm;
  • Women should avoid high heels and short-sleeved blouses;
  • Both men and women should wear subtle, neutral colours;
  • Casual dress should be conservative as well;
  • Men and women can wear jeans. However, jeans are not acceptable for business meetings.

Dr Manamela Matshabaphala

Ms Lerato Mogale

 

Company visits and activities

Visits

Student Commitments

Learning Contract and Student Commitments

Learning Contract

Please note, all visits and events on the global study tour are MANDATORY. Please refer to the standing orders regarding the tours. As a student you should review the Learning Contract and ensure you are fully aware of the methods and implications of the assessment approach as mark allocations cannot be changed retrospectively. If you have any concerns about the assessment you should raise this with your tour leader at the start of the course.

The Importance of Preparation for the Study Tour

The above readings should be read before departure. Students should also research on the companies that will be visited. The scope of this course covers a wide range of topics, thus a variety of readings have been carefully selected to provide different perspectives. It is essential that students focus on these readings and embark on company research. Appended with the readings are the links for ease of access. However, should you encounter any problems with the links provided consult the WITS library e-journals catalogue or consult the WBS Librarian.

Teaching Methods

Teaching emphasis in the MBA Global Study Tour is experiential and involves on-site action learning. The tour itself would entail visits to one or more destinations to provide broader international learning exposure for the student. Students should keep a learning log on insights that they gain from each business or organisation that they visit, and these logs are used for debrief sessions during the tour as well as to compile a post-study tour assignment on what they have learnt.

Legal Declaration of Indemnity, Undertaking and Consent
 
  1. The University of the Witwatersrand, Johannesburg (hereafter referred to as ‘the University’) has insured itself for its liability arising from the acts and omissions of persons acting on its behalf, and that its registered students, staff and individuals who are subject to the University’s rules, regulations, policies, procedures and standing orders as amended from time to time are insured during the course and scope of their registered courses and/or within the scope of University’s business. This is subject to the proviso that the University’s maximum liability will be limited, whether for a single or multiple events, to the extent that is covered thereof;

  2. When the University arranges for me to travel to locations which are outside of the University’s precincts, and when traveling in vehicles which do not belong to the University’s and/or are not driven by University staff, I will enjoy only such cover as referred to in Section 1 above, provided that I depart and travel from the University’s precincts and return to it from an excursion arrange by the University, on a route agreed upon in advance by the University;

  3. In cases where no fault can be attributed to the University, I hereby indemnify, absolve and hold harmless the University, its officials, employees, students and invitees in respect of any damage the property, death or bodily injury to/of myself and/or third parties, whether on/off the University precincts, or whilst engaged in any related activity to the University abroad; and

  4. I understand that I attend and participate in the WBS Global Study Tour in various designated countries around the world during specified periods at my own risk where the event falls outside the cover provided to or by the University.

  5. I acknowledge that I have read and understood the contents of this indemnity in every respect.
This document is applicable to all modes of delivery of the Global Study Tour from 2017 onward. 
 

Assessment Policy
All assignments, including the attendance of the Amazing Race and all scheduled visits to businesses, other organisations and cultural activities, is compulsory.

Failure to comply with this policy will result in an automatic failure off this course. A record of attendance at each prescribed tour activity will be kept by the Tour Leader and will be submitted to the International Office as a formal record for student assessment. Should a student fail (including as a result of non-attendance and failure to participate), the tour will have to be repeated.

A candidate who has not completed all the requirements for this tour by the end of the minimum period of study and who is permitted in terms of Senate Standing Orders to continue will be required to register again for this tour at the beginning of the following academic year and pay the relevant fee.

 

Registration for the Global Study Tour
A candidate is required to register and pay in advance for the Study Tour in order to be admitted to complete the course.

If a candidate wishes to amend his/her selection of destination, a prescribed period of time will be permitted as indicated by the Global Study Tour Coordinator. However, no changes to selection of destination will be entertained once confirmed.

 

International Applicants
Applications from international exchange and immersion students are welcome. All international students need to conform with the University’s requirements and the South African legislation that pertains to such students.

 

Credits towards MBA or MM to other degrees
Students may be granted credits for this tour at international partner schools however please note that the granting of credits is based on the credit weighting exchange between the WBS MBA and other international programmes.

 

Pass mark for this course
In order to pass the study tour, a student must obtain a minimum of 50% as a final mark subject to the subminimum rule.

 

Fees
Students must register for the Global Business Study Tour (BUSA 7442A) in order to pay the travel component cost for the study tour. Students will be advised as to the Rand value that has to be paid for the study tour of their choice. The deadline for the choice of study tour and payments will be communicated to students by the School’s International Office. Failure to pay the full fee for the Global Study Tour in advance or failure to attend the tour for whatever reason will still hold the student liable for the full amount as indicated for the selected tour package. Please note that fees may not involve the same costing as certain travel destinations are cheaper than others. Also note that whenever indicated students will be responsible for their own transport and cost of meals and incidentals on each tour. Tour leaders do not carry additional funds to allow for students who do not make personal provision for their own expenses.

 

Allocation of Marks
The mark composition for each assignment will comprise a combination of marks awarded for assignment projects and field work, both individual and syndicate work. The mark allocation for the course is detailed in the course pack.

Syndicates may apply to have non-performing members excluded from the syndicate mark for their assignment, or have a portion of the total mark allocated to the non-performing student.

 

Publication of Final Course Results
The results of the global study tour will be published by the Faculty Office as soon as possible, normally within four weeks from assignment submission.

 

Disputes and Grievances
Any disputes or grievances that arise as a result of the application of, or failure to apply, the provisions of these Standing Orders should be managed within the Faculty’s existing appeals and grievance procedure. Problems should always be resolved as close to the source as possible. The grievance procedure policy and applicable forms are available from the Faculty Office.

 

Code of Conduct
All students will abide by the daily dress code as indicated by the Tour Leader depending on the daily schedule of events and places visited.

Students are also advised that whilst they are encouraged to enjoy the tour, they are reminded that they are participating in a Wits Study Tour programme and are not traveling for their own leisure purposes. As such, the prime focus is on teaching and learning and at all times students will need to participate in all prescribed activities and field visits.

Students are advised to heed the guidance and instruction of the designated Tour Leader on each trip. In addition, students are advised to serve as professional ambassadors of Wits University and the Wits Business School at all times whilst on tour. Students are also advised to download a copy of the Wits Student Code of Conduct to familiarise themselves with the policy.

During visits, students are to ensure that all mobile phones are switched off.
Students are to be punctual for all visits, failure to attend a visit without a valid reason will render your attendance as incomplete.

Failure to adhere to the above could result in a disciplinary action being lodged against the student.

 

Recording of Global Study Tour Activities
Business visit sessions may only be recorded (by audio, images or video) with the express written permission of that organisation. Students will be required to agree in writing that:

    • recordings will only be used for purposes of their own private study and revision;
    • recordings will not be copied, shared, communicated, published or distributed in any format whatsoever and using any medium whatsoever, unless requested to do so by the lecturer;
    • unedited copies recordings will be provided to the lecturer if requested to do so; and
    • Copyright of all recordings remain the property of the University.

It is noted that infringement of any of these conditions may result in disciplinary action being taken against the student.

Click here to complete the Indemnity and Standing Orders Form
Click here to complete the Bio Data Form