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Course of studies
Even though women and men have entered the managerial ranks of organizations
to the almost same numbers, women still remain drastically underrepresented. Of
the Fortune 500 CEO positions only 5.2% and about 21.2% (Catalyst 2018) of the
board seats are held by female leaders. For women of color the numbers are
shockingly low. These women are almost absent on most Fortune 500 companies
and only hold 3.1% of board seats in this category (Catalyst 2015). In Europe
however, the percentage of female director at STOXX 600 companies has
increased constantly over the past years and therefore resulted in slightly better
numbers. By 2015 almost 25% of directors were female and the average
percentage of female holding board seats made 2.8% (EWoB 2015). Research of
Carter, N.M. and Silva, C. (2010) shows, that even if women are graduating from
global leading business schools their career progress lags in comparison to their
male counterparts. This means that despite the organizations efforts of
implementing gender discrimination policies and focusing on gender equality, they
have not been able to fuel women´s career development (Ely et al. 2011).
But why do organizations still struggle to increase the number of female leaders
today? This report will elaborate possible factors that are causing failing attempts
of organizations in general to then conclude a strategic solution for Philips to
successfully change their people strategy towards gender equality. Research
shifted from the assumption of intentional gender discrimination within companies
towards invisible barriers that cause thriving women not to reach the top (Ely et al.
2011). Those barriers are deeply rooted assumptions about gender that have a
long history in the evolution of our society. Starting with how society is influencing
how people think about women being leaders and the assumptions they make
about the ability one being a leader based on gender (Anderson et al. 2006; Eagly,
Carli 2003). The key to success might be a shift in people´s mindset. Here fore, this report will introduce the reader to the problematic of the unconscious bias
(Cheryl Staats 2014). Speaking of invisible barriers this theory might be the most
important factor for organizations to make a difference. However, the question of
why so many women get stuck in the c-suite remains unanswered. One answer to
this question repeatedly pops up in research reports and papers which is “Glass
Ceiling” (Susan Chira 2017).
Because gender equality becomes more and more important for organizations in
order to stay competitive, Philips decided to shift its people strategy towards
“Inclusion & Diversity” in 2017 (Jong, de 2017). The reason for this shift also lies
within the innovative aspect. Diversity fosters creativity and therefor innovation
which is a differentiator for Philips. However, this report tries to answer the
question on how Philips can actually increase the number of senior female leaders.
It will identify possible barriers that need to be removed in order to support the
development of female employees to the top ranks of management.
The structure or this report is as followed. Chapter 1 will introduce the reader to the
research structure to set expectations and give an overview about how the content
has been created. Chapter 2 will introduce Philips as an organization after the split
of Philips Lighting in 2012. Showing how the function of Human Resource
Management is structured and what parts of it are directly influenced by the set
KPI. To give an overview on the literature that has been conducted and therefore
methodology, chapter 3 will offer explanation on basic concepts that have a direct
impact on women in leadership. Here the report will start to focus on gender
diversity and two major obstacles women have to overcome in today’s workplace in
order to be successful. Chapter 4 will provide a deep dive into the internal talent
management processes of Philips and identify possible improvement areas.
Chapter 5 will then analyze common concepts on how to support the development
senior female leaders and show opportunities as well as limitations for Philips.
Moreover it will be discussed how to best merge external concepts with internal processes in order to build a framework for the organization and its workforce.
Finally, the importance of engaging men into the discussion of gender diversity will
be underlined. Analyzing possible barriers men experience to determine what
prevented them in the past to join the gender discussion. Possible solutions will be
identified on how to remove those barriers. Chapter 6 will summarize the findings
of this report. It will be discussed how the new approach can be realized for Philips
as an organization.
Die Duravit AG ist ein international tätiges Unternehmen mit Stammsitz in Deutschland. Aufgrund der jahrelangen starken Fokussierung auf den Heimatmarkt, sind viele Prozesse auch auf den selbigen und die vorherrschenden Normen abgestimmt. Für die Erstellung der technischen Dokumentation wird als Basis immer eine Step by Step Fotoanleitung, gemeinsam mit der Anwendungstechnik, erstellt. Diese dient als Basis für alle weiteren länderspezifischen Unterlagen. Die Anwendungstechnik kann die Montageanleitungen jedoch nur freigeben, wenn sie die Marktgegebenheiten wie beispielsweise Normen und Installationsvorschriften kennt. Hinzu kommt, dass die Duravit AG bei der technischen Dokumentation vermehrt auf die Bedürfnisse der Kunden eingehen möchte, da die Montageanleitungen von großer Bedeutung für das Unternehmensimage, z.B. in den USA sind.
Anhand einer Zielgruppenanalyse in den USA, eines Experteninterviews, mehrerer Mitarbeitergespräche sowie der Literaturrecherche werden in dieser Arbeit die wichtigsten Normen für die technische Dokumentation gesammelt und ein detailliertes Kundenbild erstellt. Aus diesen Erkenntnissen geht hervor, dass das bestehende Konzept zur Erstellung der technischen Dokumentation an die Herausforderungen in den USA angepasst werden muss.
This research presents a cross-country comparison between China and Germany to examine the differences in mobile payment adoption. Past developments indicated that mobile payment penetration varies across countries, where some countries successfully adopted mobile payment, whereas others are still in a development phase. Lerner (2013) indicated that the difference in mobile payment adoption can be attributed to the difference between developed and developing countries. Therefore, a theoretical model was developed, on which basis the adoption in Germany (a developed country) and China (a developing country) was compared and tested for differences. Based on the technology acceptance model (TAM), the model was extended by Perceived Trust, Perceived Risk and Value Added Services. Furthermore, the model was tested in each country and compared through structural equation modeling (SEM) in AMOS. As a result, a significant difference in adoption of mobile payment between China and Germany was found. Perceived Risk showed a significantly stronger impact on the adoption of mobile payment in China than in Germany. These findings have managerial implications on the design and promotion of mobile payment to increase penetration.
Statistik für Ingenieure
(2018)