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In-depth understanding of the potential implications of climate change is required to guide decision- and policy-makers when developing adaptation strategies and designing infrastructure suitable for future conditions. Impact models that translate potential future climate conditions into variables of interest are needed to create the causal connection between a changing climate and its impact for different sectors. Recent surveys suggest that the primary strategy for validating such models (and hence for justifying their use) heavily relies on assessing the accuracy of model simulations by comparing them against historical observations. We argue that such a comparison is necessary and valuable, but not sufficient to achieve a comprehensive evaluation of climate change impact models. We believe that a complementary, largely observation-independent, step of model evaluation is needed to ensure more transparency of model behavior and greater robustness of scenario-based analyses. This step should address the following four questions: (1) Do modeled dominant process controls match our system perception? (2) Is my model's sensitivity to changing forcing as expected? (3) Do modeled decision levers show adequate influence? (4) Can we attribute uncertainty sources throughout the projection horizon? We believe that global sensitivity analysis, with its ability to investigate a model's response to joint variations of multiple inputs in a structured way, offers a coherent approach to address all four questions comprehensively. Such additional model evaluation would strengthen stakeholder confidence in model projections and, therefore, into the adaptation strategies derived with the help of impact models. This article is categorized under: Climate Models and Modeling > Knowledge Generation with Models Assessing Impacts of Climate Change > Evaluating Future Impacts of Climate Change
The crises of both the climate and the biosphere are manifestations of the imbalance between human extractive, and polluting activities and the Earth’s regenerative capacity. Planetary boundaries define limits for biophysical systems and processes that regulate the stability and life support capacity of the Earth system, and thereby also define a safe operating space for humanity on Earth. Budgets associated to planetary boundaries can be understood as global commons: common pool resources that can be utilized within finite limits. Despite the analytical interpretation of planetary boundaries as global commons, the planetary boundaries framework is missing a thorough integration into economic theory. We aim to bridge the gap between welfare economic theory and planetary boundaries as derived in the natural sciences by presenting a unified theory of cost-benefit and cost-effectiveness analysis. Our pragmatic approach aims to overcome shortcomings of the practical applications of CEA and CBA to environmental problems of a planetary scale. To do so, we develop a model framework and explore decision paradigms that give guidance to setting limits on human activities. This conceptual framework is then applied to planetary boundaries. We conclude by using the realized insights to derive a research agenda that builds on the understanding of planetary boundaries as global commons.
Navigating the unknown
(2024)
Visionary leadership is considered to be one of the most important elements of effective leadership. Among other things, it is related to followers' perceived meaningfulness of their work. However, little is known about whether uncertainty in the workplace affects visionary leadership's effects. Given that uncertainty is rising in many, if not most, workplaces, it is vital to understand whether this development influences the extent to which visionary leadership is associated with followers' perceived meaningfulness. In a two-source, lagged design field study of 258 leader-follower dyads from different settings, we show that uncertainty moderates the relation between visionary leadership and followers' perceived meaningfulness such that this relation is more strongly positive when uncertainty is high, rather than low. Moreover, we show that with increasing uncertainty, visionary leadership is more negatively related to followers' turnover intentions via perceived meaningfulness. This research broadens our understanding of how visionary leadership may be a particularly potent tool in times of increasing uncertainty.