Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe
ISSN (online) 1867-5808
URN urn:nbn:de:kobv:517-series-438
Herausgegeben von der Universität Potsdam
URN urn:nbn:de:kobv:517-series-438
Herausgegeben von der Universität Potsdam
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116
Transcending the conventional debate around efficiency in sustainable consumption, anti-consumption patterns leading to decreased levels of material consumption have been gaining importance. Change agents are crucial for the promotion of such patterns, so there may be lessons for governance interventions that can be learnt from the every-day experiences of those who actively implement and promote sustainability in the field of anti-consumption. Eighteen social innovation pioneers, who engage in and diffuse practices of voluntary simplicity and collaborative consumption as sustainable options of anti-consumption share their knowledge and personal insights in expert interviews for this research. Our qualitative content analysis reveals drivers, barriers, and governance strategies to strengthen anti-consumption patterns, which are negotiated between the market, the state, and civil society. Recommendations derived from the interviews concern entrepreneurship, municipal infrastructures in support of local grassroots projects, regulative policy measures, more positive communication to strengthen the visibility of initiatives and emphasize individual benefits, establishing a sense of community, anti-consumer activism, and education. We argue for complementary action between top-down strategies, bottom-up initiatives, corporate activities, and consumer behavior. The results are valuable to researchers, activists, marketers, and policymakers who seek to enhance their understanding of materially reduced consumption patterns based on the real-life experiences of active pioneers in the field.
113
Almost half of the political life has been experienced under the
state of emergency and state of siege policies in the Turkish
Republic. In spite of such a striking number and continuity in the
deployment of legal emergency powers, there are just a few legal
and political studies examining the reasons for such permanency
in governing practices. To fill this gap, this paper aims to discuss
one of the most important sources of the ‘permanent’ political
crisis in the country: the historical evolution of legal emergency
power. In order to highlight how these policies have intensified
the highly fragile citizenship regime by weakening the separation
of power, repressing the use of political rights and increasing the
discretionary power of both the executive and judiciary authori-
ties, the paper sheds light on the emergence and production of
a specific form of legality based on the idea of emergency and the
principle of executive prerogative. In that context, it aims to
provide a genealogical explanation of the evolution of the excep-
tional form of the nation-state, which is based on the way political
society, representation, and legitimacy have been instituted and
accompanying failure of the ruling classes in building hegemony
in the country.
126
The UN sustainable development goals contain environmental, economic, and social objectives. They may only be reached, or at least it would be easier to reach them, if instead of a trade-off between these objectives that implies a need for balancing them, there are synergies to be reaped. This paper discusses how the structures of economic models typically used in policy analysis influence whether win-win strategies for the environment and the economy can be conceptualised and analysed. With a focus on climate policy modelling, the paper points out how, by construction, commonly used model structures find mitigation costs rather than benefits. This paper describes mechanisms that, when added to these model structures, can bring win- win options into a model's solution horizon, and which provide a spectrum of alternative modelling approaches that allow for the identification of such options.
139
Wissensmanagement
(2019)
Wissen ist für die Bewältigung der Verwaltungsaufgaben eine wichtige Ressource.
Das wirft die Frage auf, wie das notwendige Wissen erzeugt, bewahrt, verteilt und auffindbar gemacht werden kann. Ein solches Wissensmanagement kann die Arbeit der Behörden qualitativ verbessern und effizienter machen. Dennoch wird Wissen in der Verwaltungspraxis bisher nur unzureichend gemanagt.
Ein systematisches Wissensmanagement erfordert personelle, finanzielle und technische Ressourcen. Sind diese nicht vorhanden, können Verwaltungen zunächst auf einzelne Instrumente des Wissensmanagements zurückgreifen, um ihre Arbeit mit begrenztem Aufwand zu verbessern.
187
The organisation of legislative chambers and the consequences of parliamentary procedures have been among the most prominent research questions in legislative studies. Even though democratic elections not only lead to the formation of a government but also result in an opposition, the literature has mostly neglected oppositions and their role in legislative chambers. This paper proposes to fill this gap by looking at the legislative organisation from the perspective of opposition players. The paper focuses on the potential influence of opposition players in the policy-making process and presents data on more than 50 legislative chambers. The paper shows considerable variance of the formal power granted to opposition players. Furthermore, the degree of institutionalisation of opposition rights is connected to electoral systems and not necessarily correlated with other institutional characteristics such as regime type or the size of legislative chambers.
134
The development of new and better optimization and approximation methods for Job Shop Scheduling Problems (JSP) uses simulations to compare their performance. The test data required for this has an uncertain influence on the simulation results, because the feasable search space can be changed drastically by small variations of the initial problem model. Methods could benefit from this to varying degrees. This speaks in favor of defining standardized and reusable test data for JSP problem classes, which in turn requires a systematic describability of the test data in order to be able to compile problem adequate data sets. This article looks at the test data used for comparing methods by literature review. It also shows how and why the differences in test data have to be taken into account. From this, corresponding challenges are derived which the management of test data must face in the context of JSP research.
Keywords
paper 062
Im vorliegenden Beitrag werden ausgewählte Ergebnisse einer repräsentativen Untersuchung zur Position und Funktion des Arbeitsdirektors gemäß Mitbestimmungsgesetz von 1976 vorgestellt. Rund zehn Prozent aller Gesellschaften im Geltungsbereich des MitbestG 1976 sind öffentliche Unternehmungen — vorwiegend kommunale Verkehrsund Versorgungsunternehmen. Sie unterscheiden sich in vielerlei Hinsicht von privaten Firmen — nicht zuletzt auch in der Frage von Stellenwert und Ausgestaltung des Personalressorts in der Unternehmensleitung. Die Ausgestaltung der Personalfunktion in öffentlichen Unternehmen wird im folgenden mit dem Status des Personalressorts in der Privatwirtschaft verglichen.
paper 053
Inhalt I. Das Mitbestimmungsgesetz von 1976 II . Der Aufsichtsrat als Aktionsfeld der Arbeitnehmer-Arbeitgeber-Beziehungen 1. Die Kompetenzstruktur des Aufsichtsrates nach dem MitbestG von 1976 2. Zur Bedeutung von Aufsichtsratsausschüssen im Kompetenzgefüge des Aufsichtsrates III. Die Akteure im Bereich der Unternehmungsverfassung 1. Arbeitnehmervertreter im Aufsichtsrat 2. Anteilseignervertreter im Aufsichtsrat 3. Personenbezogene Aspekte der Pattauflösung im Aufsichtsrat: Das Zweitstimmrechtund seine Bedeutung für die Arbeitsbeziehungen auf Unternehmensebene 4. Die Rolle der Vorstandsmitglieder im Aufsichtsrat
paper 065
Management-Bildung
(1993)
Inhalt: 1. Management und Bildung: eine problematische Beziehung? 2. Institutionale Aspekte der Management-Bildung 3. Funktionale Aspekte der Management-Bildung 4. Ansatzpunkte zur Management-Bildung 4.1 Visionen der (strategischen) Untemehmensfiihrung 4.2 Symbolische Führung und Untemehmenskultur 4.3 Interkulturelles Management 4.4 Ökologie und Management 4.5 Der gesellschaftlich verantwortliche Manager 5. Management-Bildung und die "lernende Organisation" 6. Zusammenfassung