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Justice as relationality
(2020)
By introducing a notion of socio-ecological justice, this article aims to deepen the relationship between environment and justice, which has already been firmly established by environmental justice movements and scholarship. Based on extensive fieldwork on local community struggles against small-scale run-of river hydropower plants in Turkey, it expands the justice frame of environmental justice scholarship by going beyond the established conceptions of environmental justice as distribution - of environmental hazards and benefits, recognition and representation. Drawing on ethnographical fieldwork conducted in the East Black Sea region of Turkey, the article introduces the notion of socio-ecological justice to translate the relationality of the social and the ecological, of human life and non-human world, to the vocabulary of justice. It aims to extend the strictly humanist borders of social justice by maintaining that our intrinsic and intimate relations with the non-human world are an essential part of our well-being, and central to our needs to pursue a fair, decent life. It also seeks to contribute to the broader debate to facilitate a 'progressive composition' o f a common, more-than-human world.
Dem Mitarbeiter zu Diensten
(2021)
Die Weiterbildung und Qualifizierung der Mitarbeiter sind zentrale Erfolgsfaktoren des digitalen Wandels. Die zentrale Herausforderung besteht darin, diese maßgeschnitten anzubieten sowie notwendige Akzeptanz nicht vorauszusetzen, sondern ebenso als Zielgröße anzusehen. Dies geschieht jedoch nur, wenn die Mitarbeiter als Partner gesehen werden, deren Bedürfnisse und Verständnis nachhaltig berücksichtigt werden. Dieser Beitrag schlägt vor diesem Hintergrund einen Ansatz vor, Weiterbildung als Personennahe Dienstleistung zu realisieren. Dafür wird zuerst ein skizzenhafter Überblick über grundlegende Kompetenzanforderungen des digitalen Wandels gegeben. Danach wird die aktuelle Situation betrieblicher Weiterbildung in der digitalen Transformation beleuchtet. Hierzu wurde in einem Zeitraum von sechs Monaten im Rahmen einer quantitativen Untersuchung erhoben, wie Beschäftigte die digitale Transformation ihres Unternehmens und daraus resultierende Bedarfe betrieblicher Weiterbildung wahrnehmen. Darauf basierend werden drei aktuelle Paradoxe abgeleitet, die mit einer Durchführung von Weiterbildung als Personennahe Dienstleistung verhindert werden können. Empfehlungen und Lösungsansätze werden hierzu diskutiert und weiterer Forschungsbedarf abgeleitet.
Labour market entry poses enormous challenges for recently arrived refugees, ranging from language barriers, devaluation of human capital, unfamiliarity with customs of the job search process to outright discrimination. How can refugees overcome these challenges and quickly enter gainful employment? In this paper, we draw on interviews with 26 male and female refugees from Syria, Afghanistan, Iraq and Iran, conducted in 2017 and 2018, who came to Austria in 2015 and 2014 and who have successfully entered employment. We depict refugees’ own perspectives on and strategies for fast job entry and integration. Personal agency and a proactive approach of seeking and seizing opportunities are key for overcoming initial barriers and entering upon positive integration pathways. At the same time, refugees’ personal agency is essential for establishing social ties to the host society, which also play a crucial role in early labour market integration. Finally, institutions of the Austrian labour market (the ‘apprenticeship’-system) interact with refugees’ agency in most intricate ways, both setting up nearly insurmountable barriers but also providing specific opportunities for refugees.
The growing global demand for meat is being thwarted by shrinking agricultural areas, and opposes efforts to mitigate methane emissions and to improve public health. Cultured meat could contribute to solve these problems, but will such meat be marketable, competitive, and accepted? Using the Delphi method, this study explored the potential development of cultured meat by 2027. Despite the acknowledged urgency to develop sustainable meat alternatives, participants doubt that challenges regarding mass production, production costs, and consumer acceptance will be overcome by 2027. Considering the noticeable impacts of global warming, further research and development as well as a change in consumer perceptions is inevitable.
Strength of weakness
(2020)
The paper investigates quality management in teaching and learning in higher education institutions from a principal-agent perspective. Based on data gained from semi-structured interviews and from a nation-wide survey with quality managers of German higher education institutions, the study shows how quality managers position themselves in relation to their perception of the interests of other actors in higher education institutions. The paper describes the various interests and discusses the main implications of this constellation of actors. It argues that quality managers, although they may be considered as rather weak actors within the higher education institution, may be characterised as having a strength of weakness due to diverging interests of their principals.
Value research has a long and extensive history of theoretical definitions and empirical investigations using large scale quantitative surveys. However, the way the general population understands, defines, and relates to the concept of values, and how these views vary across individuals is seldom addressed. The present study examined subjective interpretations of the term through focus group interviews, and reports on the development of a Value Conceptualisation Scale (VCS) that distinguishes six dimensions of different views on values: normativity, relevance, validity, stability, consistency, and awareness. Focus group interviews (n = 38) as well as several surveys (n = 100, n = 1519, n = 903, n = 94) were used to develop, refine, and test the scale in terms of response variety, temporal stability, as well as convergent and discriminant validity. These systematic results show that views on values do indeed vary significantly between participants. Correlations with dogmatism, preference for consistency, and metacognition were found for corresponding dimensions. The VCS provides an original measure, which enables future research to explore this variation on the conceptualisation of values.
This paper investigates whether and how social-psychological mechanisms, namely reciprocity, demographic similarity, and similar experiences, affect CEO compensation packages with respect to the levels of total, fixed, and short- and mid-term compensation and the variable proportion of the compensation package. We use evidence from Germany as it is considered a prototype of a two-tier board system. Given the primary roles of both the CEO and the chair of the supervisory board, we especially highlight social-psychological mechanisms in the process leading to the final compensation package. Using a hand-collected sample of non-financial constituents of the German HDAX, we find that reciprocity can lead to a compensation package that is more favorable for the CEO. Results on similarity are ambivalent such that the effects of similarity on CEO compensation—both positive and negative—may depend on the dimension of similarity. Finally, the chair’s CEO experience, both inside and outside the focal company, also plays an essential role in shaping CEO compensation. More specifically, CEO experience in general is associated with more favorable compensation. However, having a chair that has been CEO at the focal company correlates with less favorable compensation packages except for when the CEO has also been recruited internally.
The social stratification systems of major cities are transforming all around the globe. International research has been discussing this trend and focus on changing occupational classes. However, the precise effects on urban households, taking social welfare and different family arrangements into account, as well as the precise effects on people with a migration background, remain unclear. Using the example of Vienna, this article examines immigration as a key dimension for social stratification. Although household income structures in Austria have remained comparatively stable over the past two decades, the middle-income share in Vienna (as the sole metropolis in Austria) has dramatically decreased. This predominantly affects people from migrant backgrounds. Using a comprehensive dataset (two waves, N = 16,700 participants, including N = 4,500 migrants), we systematically examine the role of (a) migration-specific and (b) education- and employment-related factors to explain the decline of middle-income migrants. The results of multinomial logistic regression and decomposition analyses suggest that transformations in the labour market is the main driving force. Changing migrant characteristics have counteracted this process. If today's migrants displayed similar showed characteristics (e.g., origin and educational levels) to those prevalent in the past decade, the ethnic stratification disparities would have been even stronger.
Balancing the Moods
(2018)
Quality management (QM) has spread around the world and reached higher education in Europe in the early 1990s (Mendel, 2006, 137; Kernegger and Vettori, 2013, 1). However, researchers were rather more interested in national quality assurance policies (macro-level) and accreditation systems (meso-level) than in intra-organizational perspectives about the day-to-day implementation of quality assurance policies by various actors (micro-level). Undoubtedly, organizational change is a challenging endeavor for all kinds of groups. On the one hand, it provides the opportunity of further development and innovation, but on the other hand, it exposes organizations and actors to the risk of losing established structures and accepted routines.
Like in many other organizations, actors may not necessarily perceive change as a promoter of innovation and development. Instead, they may consider change as a threat to the existing status quo or, as March points out, as an “interplay between rationality and foolishness” (March, 1981, 563). Consequently, change provokes either affective or behavioral actions (Armenakis and Bedeian, 1999, 308–310), such as, for example, resistance. Anderson (2006, 2008) and Lucas (2014) have shown, for example, that academic resistance is an important issue. However, Piderit characterizes resistance as a multidimensional construct (Piderit, 2000, 786–787) subject to a wide variety of issues related to quality and QM. Although QM has been described as a “fashion” (Stensaker, 2007, 101) in the higher education sector that provokes many different reactions, its implementation in higher education institutions (HEIs) is still a rather unexplored field. Thus, the evidence provided by Anderson (2006, 2008) and others (Newton, 2000, 2002; McInnis et al., 1995; Fredman and Doughney, 2012; Lucas, 2014; etc.) needs to be expanded, because they only consider the perspective of academia. In particular, the view of other actors during the implementation of quality assurance policies is a missing piece in this empirical puzzle. Nearly nothing is known about how quality managers deal with reactions to organizational change like resistance and obstruction. Until now, only a few studies have focused on intra-organizational dynamics (see, for example: Csizmadia et al., 2008; Lipnicka, 2016).
Besides the lack of research on the implementation of quality assurance policies in HEIs, quality managers seem to be an interesting subject for further investigations because they are “endogenous” to institutional processes. On the one hand, quality managers are the result of quality assurance policies, and on the other hand, they influence the implementation of quality assurance policies, which affect other actors (like academics, administrative staff, etc.). Here, quality managers, as members of an emerging higher education profession, are involved in various conflict lines between QM, HEI management and departments, which need further research (Seyfried and Pohlenz, 2018, 9).
Therefore, the aim of our paper is twofold: firstly, to answer the question of how quality managers perceive resistance, and secondly, which measures they take in situations of perceived resistance. We offer a new research perspective and argue that resistance is not merely provoked by organizational change; it also provokes counter-reactions by actors who are confronted with resistance. Thus, resistance seems to be rather endogenous.
To theorize our argument, we apply parts of the work of Christine Oliver (1991), which provides theoretical insights into strategic responses to institutional processes, ranging from acquiescence to manipulation (Oliver, 1991, 152). We, therefore, investigate the introduction of QM in teaching and learning, and the emergence of quality managers as higher education professionals as one of the results of quality assurance policies. Consequently, the introduction of QM may be considered as an institutional process provoking reactions and counter-reactions of various organizational units within HEIs. These circumstances are constitutive for how quality managers deal with resistance and other reactions toward organizational change. We use this theoretical framework to analyze the German higher education sector, because this particular case can be considered as a latecomer in New Public Management reforms (Schimank, 2005, 369) and Germany is a country where academic self-governance plays a very important role, and strongly influences academics’ behavior when it comes to organizational change (Wolter, 2004).
Our empirical results are based on a mixed-methods research design and integrate half-structured interviews and a nationwide survey at the central level in German HEIs, which excludes faculty members of QM (decentral level). They reveal that quality managers take different types of action when resistance occurs during the implementation of quality assurance policies. Furthermore, quality managers mainly react with different tactics. These tactics seem to be relevant for convincing academics and for the enhancement of their commitment to improve the quality of teaching and learning, instead of provoking further resistance or avoidance practices.
This article proceeds as follows: the next sections describe the context and explain our main theoretical concepts referring to the work of Oliver (1991) and others. After that, we present our case selection and the methodological framework, including the data sources and the operationalization of selected variables. Finally, we provide our empirical results about quality managers’ perceptions on resistance and we draw conclusions.