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Die digitale Transformation stellt das Supply Chain Management vor große Herausforderungen. Es muss Antworten und Lösungen finden, um in einem global vernetzten Marktumfeld die Wettbewerbsfähigkeit der Supply Chain sicherzustellen. Das Konzept der Blockchain und der Smart Contracts versprechen großes Potenzial. Gerade im Bereich der Prozessautomatisierung und der Kostensenkung, durch das Entfallen bisher notwendiger Clearingstellen. Allerdings stellt sich auch immer die Frage nach der Datensicherheit und Schutz vor unbefugter Manipulation. Ziel dieser Arbeit ist es Anwendungsmöglichkeiten und Potenziale einer Blockchain und Smart Contracts im Supply Chain Management zu identifizieren und zu beschreiben
Cultural considerations for Germans working with Japanese in virtual teams for project management
(2019)
In today’s globalized and multinational working world, being part of a team that uses technology in order to cross distance, time zones and even organizations, a so-called virtual team is becoming increasingly common. While extensive research on this topic is available, most of the current research is very theoretical and only in part useful for a member of a virtual team in order to enhance performance. A clear guideline on how to effectively work in an intercultural virtual team is not existent at this point.
This research, aims to produce a clear guideline for Germans working in virtual teams with Japanese in the style of the Project Management Body of Knowledge Guide. Identifying the key challenges of virtual teams and the specific cultural differences of Germans and Japanese, based on Hofstede’s cultural dimensions model are the starting point for this research. Due to the specificity and the novelty of this research a grounded theory approach has been taken and in-depth qualitative interviews were conducted with 12 Japanese employees, who regularly work in virtual teams with Germans. Grounded in the experiences and challenges of the participants, the findings help construct a guideline for Germans working with Japanese in virtual teams.
Results are structured according to 4 of the key challenges virtual teams face: trust, communication, leadership and technology/knowledge sharing. The guideline addresses the different communication styles of Japanese and Germans, differences in hierarchical thinking as well as the more collectivistic point of view of many Japanese. The guideline, that has been produced, is intended as a quick guide including recommendations for Germans to enhance their virtual team work with Japanese.
Many articles claim that the structure of a self-organizing team achieves the highest level of agility. Therefore, this paper examines the assumption about the agility of self-organizing teams. This is done through a qualitative secondary research which answers the following questions:
1. What are the required attributes for a workforce to be agile?
2. What are the characteristics and attributes of self-organizing teams?
3. Do self-organizing teams fulfill the requirements of an agile workforce? If yes, how?
Through literature reviews the requirements that make a workforce agile and the characteristics of self-organizing teams are observed. It is considered that if the characteristics (which makes up the structure) of self-organizing teams fulfill the requirements of an agile workforce, this claim is then believed to be valid.
The results of such an examination shows that an agile workforce needs to be empowered, capable and competent, adaptive and flexible, team oriented, cooperative and collaborative and continuously given feedback and trained. Similarly, the observed characteristics of self-organizing teams describe them to be autonomous, communicative and collaborative, redundant and reconfigurable, cross-functional, team oriented and capable of learning.
Through an analysis of the findings, it is confirmed that self-organizing teams fulfill the basic requirements of an agile workforce. Therefore, self-organizing teams are considered to be agile. Finally, companies that seek agility are advised to adopt the structure of self-organizing teams.
Purpose – To empirically examine the impact of a set of influencing factors on B-to-B sales call success from a buyer, salesperson and neuroscientific perspective
Design/methodology/approach – A literature review was conducted to find potential non-economic influencing factors and a set of hypotheses was generated. Subsequently, findings were verified through an expert interview. Then two surveys examining the buyer and sales perspective were carried out and hypotheses were tested. Lastly, results were aimed to be explained from a neuroscientific perspective.
Findings – The results show that trust, emotion and empathy are positively correlated to sales call success. However, communication, listening skills, empathy, appearance and personality variables were on average still perceived as somewhat important for sales call success by both survey groups. Neuroscientific literature could provide insights into the effects of trust, emotion, appearance and extroversion on sales call outcome.
Research limitations – The sample size permits only a general analysis and conclusions. Buyers participating in the survey tended to evaluate sales calls as rather successful, leading to an underrepresentation of “unsuccessful” sales calls in the data set. Neuroscientific literature provided insights but could not fully explain the suggested model.
Practical implications – Emotional and non-economic factors including trust, positive emotion and empathy should be part of a successful sales methodology so that the effects of these factors are considered to improve the outcome of sales calls
Ziel dieser Arbeit ist es zu erforschen inwiefern Führungskräfte den gesundheitlichen Zustand ihrer Mitarbeiter beeinflussen können. Macht falsche Führung krank? Wie kann man gesunde Führung umsetzen und warum ist das wichtig? Hierbei wird negativer Stress am Arbeitsplatz als Hauptfaktor für Burnout und psychische Erkrankungen näher analysiert. Traditionelles Führungsverhalten wird kritisch betrachtet und begründet folglich wichtige Ansätze gesundheitsförderlichen Führens. Die Bedeutung gesunder Führung und der Einfluss des direkten Vorgesetzten auf die eigene Zufriedenheit werden anhand aktueller Studien gezeigt. Gesundheitsmaßnahmen der leitenden Organisation und Personalentwicklung bilden zusätzlich wichtige Komponenten.
Jene Erwartungen, die heutzutage an die Führungspositionen gestellt sind, werden im weiteren Verlauf der Thesis hinterfragt. Welche Herausforderungen entstehen für Führungskräfte und Geschäftsleitung? Die Bedeutung von Führungskompetenzen und Führungskräfteentwicklung nimmt seit Jahren zu.
Als praktisches Beispiel dafür wurden zu den Forschungsfragen Interviews mit der jeweiligen Leitung des betrieblichen Gesundheitsmanagements zweier Unternehmen aus der Region Südschwarzwald geführt. Die qualitative Befragung ergab einen eindeutigen Bedarf an psychischem Gesundheitsmanagement. Die Rolle von Führungskräften wird in beiden Fällen als höchst bedeutend angesehen und in der Studienanalyse näher erläutert.
Islamic banking is the new trend emergent within the modern-day banking industry, yet minimal literature is written about it. Most of the literary content today is regarding conventional banking, especially in non-Muslim countries and continents, Europe and U.S. included. Lack of literature is a threat to the operationalization of both modes of banking, due to lack of information and market analysis data. One of the fields where minimal literature coverage exists is market regulation – which is basically information as to how these two types of banking are regulated according to legislative structures. In light of this literature gap, this study emerges to explore the market regulative structure of both Islamic and conventional banks. The methodology to collect primary data is through interviews of selected players in both Islamic and conventional banks, such as bank managers, consultants, and personnel in the IT and finance department. The results of the interviews demonstrate that Islamic banks are faced with shortage of market regulation structures while conventional banks, on the other hand, are overwhelmed with over-regulation. The study provides several feasible solutions for these challenges.