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#Wirtschaft – Niedersachsen
(2020)
Corporate Citizenship
(2020)
Corporate citizenship, which is firms’ societal engagement beyond customer and shareholder interests, is a prominent topic in management practice and has led to extensive research. This increased interest resulted in a complex and fragmented scholarly literature. In order to structure and map the field quantitatively, we conducted a temporal analysis of publications and citations, an analysis of the productivity of involved disciplines, an analysis of the productivity of publication forms including journal impact factors, an author productivity and citation analysis, a co-author analysis, an article citation analysis, an article co-citation analysis, and a keyword co-occurrence analysis. Results of these bibliometric analyses show that corporate citizenship research seems to have been in a phase of stagnation since 2014 and shows a rather low degree of interdisciplinarity. Papers are predominantly published in high impact journals. Authors show little collaboration with other researchers. Current research relates to other business ethics topics, addresses philosophical foundations, and starts to relate to human resource management and organization studies.
Corporate Citizenship
(2020)
Corporate citizenship, which is firms’ societal engagement beyond customer and shareholder interests, is a prominent topic in management practice and has led to extensive research. This increased interest resulted in a complex and fragmented scholarly literature. In order to structure and map the field quantitatively, we conducted a temporal analysis of publications and citations, an analysis of the productivity of involved disciplines, an analysis of the productivity of publication forms including journal impact factors, an author productivity and citation analysis, a co-author analysis, an article citation analysis, an article co-citation analysis, and a keyword co-occurrence analysis. Results of these bibliometric analyses show that corporate citizenship research seems to have been in a phase of stagnation since 2014 and shows a rather low degree of interdisciplinarity. Papers are predominantly published in high impact journals. Authors show little collaboration with other researchers. Current research relates to other business ethics topics, addresses philosophical foundations, and starts to relate to human resource management and organization studies.
Depuis les débuts de l’ère spatiale à la seconde moitié du XXème siècle, la France et l’Allemagne ont contribué à l’émergence d’une industrie spatiale européenne dont ils sont les deux principaux acteurs et les principaux partenaires. L’agence spatiale européenne, en s’appuyant sur cette industrie duale, à la fois civile et militaire, a donné une place importante à l’Europe sur la scène mondiale. La création de pôles de compétitivité au tournant du XXIème siècle a contribué à soutenir l’innovation dans un secteur bousculé par l’arrivée de nouveaux acteurs internationaux. Ces pôles se sont imposés dans le paysage économique du secteur en créant des organisations où cohabitent et collaborent des acteurs privés et publics allant de la recherche à la mise en oeuvre des technologies développées. A la multiplicité des politiques de soutien à l’innovation en France et en Allemagne s’ajoutent désormais les objectifs européens définis par la Commission Européenne. Les pôles de compétitivité ne sont pas identifiés comme des instruments privilégiés de la politique spatiale européenne pas plus que dans les projets de coopération franco-allemands des dernières années. La capacité d’action locale de ces organisations n’est pas adaptée aux enjeux économiques à dimension européenne qui prévalent aujourd’hui et ne leur permet pas de s’intégrer efficacement dans l’industrie spatiale moderne.
Zufriedenheitsanalysen durch Patientenbefragungen, wie in diesem Fall der neu entwickele und getestet Fragebogen (HNO-PROM), haben drei Säulen. Es kann zum einen eine bessere Patientenbindung geschaffen werden, die Qualität kann gemessen, verglichen und optimiert werden und es kann ein Mitarbeiterleitfaden im Sinne einer „Corporate Identity“ erstellt werden, welcher konkrete Managementimplikationen im Sinne von Handlungsimplikationen enthält. Der Leitgedanke des Qualitätsmanagements ist die Patientenorientierung im Sinne der Patientenzentrierten Medizin. Hierbei sollen nicht nur Wünsche und Bedürfnisse des Patienten erfüllt werden, sondern vorallem auch die Zufriedenheit gemessen und geplant werden. Gleichzeit muss man in diesem Zusammenhang die Behandlung der Patienten als Dienstleistung verstehen und die größtmögliche Zufriedenheit des Patienten als primäres Ziel setzen. Dies führt zu einer Kundenbindung dadurch, dass Patienten sowohl eine gleichbleibende Qualität erwarten können als auch und auch weiche Faktoren ihren Wünschen entsprechen werden. Corporate Identity mit dem Ziel als Unternehmen einheitlich für die Werte und damit die Qualität zu stehen.. Dies ermöglicht, das Wohlbefinden in der Vorstellung der Patienten beginnen zu lassen und dadurch Vertrauen zu schaffen. Alle drei Säulen haben nicht nur die Patientenzufriedenheit zum Ziel, sondern in gleichem Maße auch die Positionierung einer Institution auf dem Gesundheitsmarkt und damit die Verbesserung der Kosten-Nutzen-Rechnung durch ein positives Outcome. Damit fördern Zufriedenheitsanalysen nicht nur die ökonomische Position einer Abteilung, sondern behalten gleichermaßen die ethischen Aspekte einer Arzt-Patienten-Beziehung im Blick.
Reconstructing democracy
(2020)
Across the world, democracies are suffering from a disconnect between the people and political elites. In communities where jobs and industry are scarce, many feel the government is incapable of understanding their needs or addressing their problems. The resulting frustration has fueled the success of destabilizing demagogues. To reverse this pattern and restore responsible government, we need to reinvigorate democracy at the local level. But what does that mean? Drawing on examples of successful community building in cities large and small, from a shrinking village in rural Austria to a neglected section of San Diego, Reconstructing Democracy makes a powerful case for re-engaging citizens. It highlights innovative grassroots projects and shows how local activists can form alliances and discover their own power to solve problems.
Geleitwort
(2020)
Envy is an unpleasant emotion. If individuals anticipate that comparing their payoff with the (potentially higher) payoff of others will make them envious, they may want to actively avoid information about other people’s payoffs. Given the opportunity to reduce another person’s payoff, an individual’s envy may trigger behavior that is detrimental to welfare. In this case, if individuals anticipate that they will react in a welfare-reducing way, they may also avoid information about other people’s payoffs from the outset. We investigated these two hypotheses using three experiments. We found that 13% of our potentially envious subjects avoided information when they did not have the opportunity to reduce another participant’s payoff. Psychological scales do not explain this behavior. We also found that voluntarily uninformed subjects did neither deduct less of the payoff nor less frequently than subjects who could not avoid the information.
The ability of a company to innovate and to launch innovation is a critical competitive edge to remain competitive in the 21st century. Large organizations therefore increasingly recognize employees as a significant factor and critical source of innovation. Several studies assert the fact that every employee has to offer certain skills and knowledge and can contribute to innovation. Hence, every employee has a certain ‘entrepreneurial potential’. This potential can be expressed in the form of entrepreneurial behaviour and can occur in many ways, from monopersonal innovation championing to several small scale contributions, where several individuals team up for innovation. To support entrepreneurial behaviour of their employees, large organizations increasingly rely on Corporate Entrepreneurship. They set up organizational structures and venturing units, offer vehicles and tools to their employees to be more entrepreneurial. The evolvement of new tools and technologies thereby allow for new ways of employee involvement, also allowing for more radical innovation to be developed collaboratively. Yet, many of such offerings fail to achieve the desired outcome. While some employees immediately opt-in for innovation, others do not and their entrepreneurial potential remains untapped. This research explores how large organizations can better support their employees to express their entrepreneurial potential, thus moving from non-entrepreneurial behaviour or not wanting to be involved, to actually expressing entrepreneurial behaviour. The underlying research therefore is two-fold. While focusing on the individual level and the entrepreneurial behaviour of employees, this research also takes the organizational perspective into account in order to identify how non-entrepreneurial behaviour can be stimulated towards entrepreneurial behaviour. Using an empirical qualitative research design based on pragmatism and abduction, data is collected by means of qualitative interviews as well as a longitudinal use case setting. Grounded theory is then applied for analysis and sense making. The main outcome is a theoretical model of why employees are expressing or not expressing their entrepreneurial potential and how non-expression can potentially be triggered towards entrepreneurial behaviour. The results indicate that there is no one-size-fits all model of Corporate Entrepreneurship. This research therefore argues that organizations can achieve higher levels of entrepreneurial behaviour when addressing employees differently. By developing a theoretical model as well as suggestions of how this model can be applied in practice, this research contributes to theory and practice alike. This document closes suggesting future research areas around supporting employees to express their entrepreneurial potential.