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Frauenfeind, aber kein Incel
(2020)
Der Attentater von Hanau war, das verrät sein Manifest, ein Frauenfeind – aber kein Incel. Warum die Einschätzung als Incel bequem und gefährlich ist, erläutert dieser Gastbeitrag der Wissenschaftlerinnen Megan Kelly, Ann-Kathrin Rothermel und Greta Jasser, Fellows am Institute for Research on Male Supremacism (IRMS).
The following article deals with the new-institutionalist concept of buffering. The concept describes in short, how organizations cope with external and internal demands in order to gain or maintain legitimacy. The article applies this approach to quality management in higher education. We argue, that the introduction of quality management is a reaction to external demands to achieve more quality in teaching and learning. Simultaneously, it functions as a buffer for other organizational subunits within the higher education institution and tries to prevent them from becoming overloaded with external demands. Based on interviews from a research project, the article shows, that both quality managers and higher education managers partly perceive quality management as service unit, which prevents the departments from exaggerating external demands.
Challenges, triggers and initiators of climate policies and implications for policy formulation
(2020)
Eine evidenzbasierte Gestaltung von Studium und Lehre, wie sie heute normativ eingefordert wird, bedarf des integrierten Zusammenwirkens von Qualitätsmanagement und Hochschuldidaktik – aber gibt es dieses in der Praxis? Mit Blick auf die allgemeine Befundlage, aber auch anhand einer eigenen empirischen Untersuchung zeigt der Beitrag diesbezüglich auf, dass Qualitätsmanagement und Hochschuldidaktik als weitgehend desintegrierte Funktionsbereiche wahrgenommen werden und Evidenzbasierung in der Praxis folglich keinen sehr hohen Stellenwert genießt. Ausgehend von einer Ursachenanalyse wird auf die dysfunktionalen, aber auch auf die funktionalen Auswirkungen dieser Separierung aufmerksam gemacht.
Do all roads lead to Rome?
(2020)
Content website providers have two main goals: They seek to attract consumers and to keep them on their websites as long as possible. To reach potential consumers, they can utilize several online channels, such as paid search results or advertisements on social media, all of which usually require a substantial marketing budget. However, with rising user numbers of online communication tools, website providers increasingly integrate social sharing buttons on their websites to encourage existing consumers to facilitate referrals to their social networks. While little is known about this social form of guiding consumers to a content website, the study proposes that the way in which consumers reach a website is related to their stickiness to the website and their propensity to refer content to others. By using a unique clickstream data set of a video-on-demand website, the study compares consumers referred by their social network to those consumers arriving at the website via organic search or social media advertisements in terms of stickiness to the website (e.g., visit length, number of page views, video starts) and referral likelihood. The results show that consumers referred through social referrals spend more time on the website, view more pages, and start more videos than consumers who respond to social media advertisements, but less than those coming through organic search. Concerning referral propensity, the results indicate that consumers attracted to a website through social referrals are more likely to refer content to others than those who came through organic search or social media advertisements. The study offers direct insights to managers and recommends an increase in their efforts to promote social referrals on their websites.
Do all roads lead to Rome?
(2020)
Content website providers have two main goals: They seek to attract consumers and to keep them on their websites as long as possible. To reach potential consumers, they can utilize several online channels, such as paid search results or advertisements on social media, all of which usually require a substantial marketing budget. However, with rising user numbers of online communication tools, website providers increasingly integrate social sharing buttons on their websites to encourage existing consumers to facilitate referrals to their social networks. While little is known about this social form of guiding consumers to a content website, the study proposes that the way in which consumers reach a website is related to their stickiness to the website and their propensity to refer content to others. By using a unique clickstream data set of a video-on-demand website, the study compares consumers referred by their social network to those consumers arriving at the website via organic search or social media advertisements in terms of stickiness to the website (e.g., visit length, number of page views, video starts) and referral likelihood. The results show that consumers referred through social referrals spend more time on the website, view more pages, and start more videos than consumers who respond to social media advertisements, but less than those coming through organic search. Concerning referral propensity, the results indicate that consumers attracted to a website through social referrals are more likely to refer content to others than those who came through organic search or social media advertisements. The study offers direct insights to managers and recommends an increase in their efforts to promote social referrals on their websites.
This article explores the structural diversity of intraministerial organization over time. Based on organization theory, it proposes a generic typology for intraministerial units applicable to any hierarchically structured government organization. We empirically investigate the critical case of the German federal bureaucracy. By classifying its subunits, we analyze the longitudinal development of structural differentiation and its correspondence to denominational variety. The data stem from a novel international dataset, covering all ministries between 1980 and 2015. We find that intraministerial structure differentiates over time, across and within ministries. A stable core of traditional Weberian structure is complemented by structurally innovative intraministerial units. We conclude that the German federal bureaucracy is more diverse than suggested in previous literature. Our findings indicate that less Weberian bureaucracies are at least as structurally diverse and that more reform-driven bureaucracies will have experienced at least as many changes in structural diversity.