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Quest 3C : an integrative simulation game used to encourage cross-disciplinary thinking and action
(2014)
Interdisciplinary, complex problem-solving and the necessity to communicate effectively in global Teams characterise today’s rapidly changing Business environment. Employers consistently stress the need for business engineering graduates to demonstrate technical expertise, methodological competences and diverse soft skills. The "silo effect" in higher education has partially created a gap between what industry wants and what academia provides. Here we examine how interdisciplinary team teaching and shared ICT might be more effective in bringing higher education teaching in sync with industry and its demands.
This article briefly describes reasons for dramatising poetry in the language classroom and then gives practical descriptions of how poetry can be taken ‘from page to stage’. It focusses on the aspects content, form and context of poems and how they can be dramatised. A special focus is on working with Shakespearean sonnets but the ideas can be transferred to other types of poetry as well.
Started as a mono-line focused purely on savings, in late 2012 ING Direct Spain was becoming a full-service bank. To this end, the bank had substantially increased its product- and channel-portfolio. ING Direct Spain originally provided "simple", "good value for money" products in an "easy to deal with" way at low cost supported by a direct model. But with the growth in its product portfolio during the previous decade and the ambitious goal of becoming a full-service bank, an increase in complexity seemed inevitable. Like many businesses in the global, digital economy, ING Direct Spain found it needed to decide which complexity created value for its customers and which one not. It also learned that IT can contribute to complexity and/or help manage complexity.
This case offers a close look at challenges of growing a company by increasing product complexity to provide comprehensive yet simple services.
As "the most international company on earth", DHL Express promised to deliver packages between almost any pair of countries within a defined time-frame. To fulfill this promise, the company had introduced a set of global business and technology standards. While standardization had many advantages (improving service for multinational customers, faster response to changes in import/export regulations, sharing of best practices etc.), it created impediments to local innovation and responsiveness in DHL Express' network of 220 countries/territories. Reconciling standardization-innovation tradeoffs is a critical management issue for global companies in the digital economy.
This case describes one large, successful company's approach to the tradeoff of standardization versus innovation.
Executive education in IS is under the scrutiny of many institution for the potential to bring in financial revenues. However teaching executives can be a very challenging task because of the previous experiences, variation in their previous education, and multiplicity of motivations for pursuing a continuous education. The panel aims at sharing successful experiences and highlighting challenges of dealing with executive audiences. The panel will present the results of a large survey among executive students and identify the three most significant elements emerged from the survey: the importance of theory that is actionable, the importance of varied pedagogical tools and practices, and the importance of relevance beyond practical tools. Based on a survey that will be distributed to the audience at the beginning of the panel, the audience will be actively engaged in sharing their experiences on the three topics aiming at capitalize and sum up the collective knowledge of the room.
The Dow Jones Sustainability Indexes (DJSI) track the performance of companies that lead in corporate sustainability in their respective sectors or in the geographies they operate. The Sustainable Asset Management (SAM) Indexes GmbH publishes and markets the indexes, the so-called Dow Jones Sustainability Indexes in collaboration with SAM. All indexes of the DJSI family are assessed according to SAM’s Corporate Sustainability AssessmentTM methodology.
Since 2000, Indian special economic zones were established with the intention to attract foreign direct investment. We present a first empirical assessment with new data from 1980 to 2010 and evaluate the outcome after 10 years. In general, our empirical results confirm that special economic zones attract FDI statistical significantly. Another finding of the study is that open economies with stable inflation attract more FDI than small and closed economies.
India’s growth: perspectives for Indo-European business “Skilled labour in India: bridging the gap”
(2011)
The following paper is based on a survey conducted for ESB Business School and will show how German companies perceive India’s labour market. Besides existing geographical and sectoral gaps we will reveal gaps in the required qualification profile. Thinking merely of hard qualification factors like education levels, skills etc., though, would be short-sighted. Often cited intercultural qualifications also play an important role.
What can be done? What should be done to bridge these gaps? These will be the leading questions of this chapter. We will discuss some solutions – not forgetting that the problems German companies face are complex and knowing there is no ideal way. However, we will see that some of the most urgent problems can be solved or reduced by Indo-European or Indo-German co operation models in the field of vocational training and institutions of higher education.