Refine
Year of publication
- 2015 (54) (remove)
Document Type
- Journal article (34)
- Conference proceeding (12)
- Book chapter (6)
- Review (1)
- Working Paper (1)
Has full text
- yes (54) (remove)
Is part of the Bibliography
- yes (54)
Institute
- ESB Business School (54) (remove)
Publisher
- Springer Gabler (5)
- Elsevier (3)
- IEEE (3)
- Fraunhofer (2)
- MIM Marken Institut München (2)
- Research Academy of Social Sciences (2)
- Sage (2)
- Scienpress (2)
- Springer (2)
- Steinbeis (2)
Intuition ist im Management schon längst kein Randthema mehr. Die fruchtbare Wirkung der Intuition ist jedoch vielfach nachgewiesen worden. Trotzdem schwebt stellenweise der Schleier der Esoterik über diesem Thema. Zu Unrecht. Seinen "guten Riecher" hat der erfolgreiche Spitzenverkäufer doch schon immer benutzt. Eine Studie zur Rolle der Intuition im Verkaufsprozess beleuchtet dieses faszinierende Thema.
Die zukünftige Arbeitswelt ist durch unterschiedliche Grenzverschiebungen gekennzeichnet, so dass wir von fluiden Grenzen sprechen können. Faktoren, die diese Entwicklung befördern, sind Technologie, Gesellschaft und Organisation. Ein Beispiel: Die digitalen Technologien, wie unter anderen mobile Arbeitsgeräte, Clouds und soziale Netzwerke ermöglichen eine zeitliche und räumliche Flexibilisierung von Arbeit, die von den Mitarbeitern und den Organisationen begrüßt und aktiv vorangetrieben wird. Allerdings führt diese Entwicklung auch dazu, dass die neue Arbeitswelt, vor allem durch die Entgrenzung von privatem und beruflichem Lebensbereich, für viele Mitarbeiter belastender wird. Die Implikationen für die Führungspraxis werden diskutiert.
Eine für den wirtschaftlichen Erfolg im B2B-Geschäft zentrale Teilaufgabe des Account Managements ist zweifelsfrei auch beim Value Based Selling© die Preisdurchsetzung. Diesbezüglich setzen professionelle Vertriebsorganisationen eine Vielzahl an Instrumenten ein, die sowohl die Motivation als auch die Befähigung der einzelnen Vertriebsmitarbeiter zur Durchsetzung hoher Preise verbessern. Allerdings gerät beim Einsatz des etablierten Instrumentariums mitunter zu stark aus dem Blick, dass in jeder Preisverhandlung letztlich ein idiosynkratischer menschlicher Faktor existiert, der allein durch Analytik, Systematik und Disziplin nicht hinreichend erfasst werden kann. Auch hier kommen Soft Skills maßgeblich zum Tragen und sind entsprechend zu fördern und nutzbar zu machen.
Die zunehmende Informationsgewinnung der Kunden in B2B-Kaufprozesse wird maßgeblich in der Zukunft durch soziale Medien und Branded Communities geprägt. Moderne Unternehmen sind hier gefordert, den Account Manager mittels interner Kollaborationsprozesse, Corporate Communities und Projekt Management-Technologien zu unterstützen. Zudem muss sich die Rolle des Account Managers dahin gehend wandeln, den Kunden als externen Business Development Partner und Datenlieferanten zu verstehen und zu nutzen. Die Herausforderung für die Wirtschaft ist jedoch die Erforschung der Erkenntnis, inwieweit sich der Kunde zu einem Social Influencer oder Markenadvokaten hoch stilisieren oder aufwerten lässt.
Vertrieb geht heute anders
(2015)
Welche Kompetenzen befähigen der Vertrieb an sich und den einzelnen Vertriebsmitarbeiter, den internetaffinen, hochinformierten, kritischen und anspruchsvollen "Kunden 3.0" zu erreichen und zu überzeugen? Die Antworten auf diese Frage fußen auf den Ergebnissen einer Studie, die wir an der ESB Business School Reutlingen durchgeführt haben.
Venture capital and the innovative power of a state : econometric study including Google data
(2015)
This article focuses on venture capital investments and the innovative power of a state defined by its public infrastructure. The economic implications are evaluated by estimating several panel regression models. The novelty is twofold: on the one hand the research approach and on the other hand the new data set. The data ranges from 1995 to 2014 and consists of 10 European countries plus the US and Canada. For the first time we include Google search data on Venture Capital. The results show a significant increase in Venture Capital is mainly determined by economic conditions such as real GDP growth. The impact of the innovative power of a state is not significant. We find that Google data is positively related and significant in respect to Venture Capital investments too. Consequently, we confirm that private business investments cannot be created by government policy alone rather via solid macroeconomic conditions.
In this paper it is first identified the trade-off among costs, flexibility and performances of autonomous robotic solutions for material handling processes, where adding value with automation is not as trivial as in production processes: hence the requirement for automated solutions to be simple, lean and efficient becomes even stricter. Then a method for modelling and comparing differential performances and costs of manual and autonomous solutions is developed. As a result of the method, a smart man-machine collaborative interface is designed and its impact evaluated on a specific case of study. Results are then generalized and prove the strong conclusions that in unconstrained environments, where full standardization cannot be achieved, the risk of investing in autonomous solutions can only be mitigated by creating a fast and smart man-machine collaborative interface.
This paper is a review about the book "Stress Test: Reflections on Financial Crises" by Timothy Geithner. The book mainly discusses the policy decisions and implications of T. Geithner during his job as New York FED president and US-Treasury secretary under president Obama. The book reveals some hidden information about the decision-making process in both institutions. But it lacks a scientific foundation in order to explain the financial crisis in more detail. Hence, I think the book is less convincing than recognized in public. No doubt, Geithner crisis response deserves appreciation especially the "Stress Test". However, the overall book does not demonstrate that the response is sustainable in the long run and scientifically sound. Consequently, it is more a book on public policy and governance than economics.
Few unfocused factories outperform competitors, but Focus is elusive because the environment is constantly evolving and this requires changes to a factory’s key tasks. So how can focus be achieved and sustained? We present insights derived from an historical analysis of the German Hewlett-Packard server plant which went through a series of Focus changes over the years. Using this example, we provide clues for the right timing of Focus changes and discuss critical structural and infrastructural changes required during the Focus transitions, as well as cross-functional coordination and leadership challenges. Our assertion is that production operations constitute a system that can adapt to disruptive Change by using the levers of manufacturing policies to stay focused on a limited but absolutely essential task which creates a strategic advantage.
This paper describes the design and outcomes of an experimental study that addresses stock-and-flow-failure from a cognitive perspective. It is based on the assumption that holistic (global) and analytic (local) processing are important cognitive mechanisms underlying the ability to infer the behavior of dynamic systems. In a stock-and-flow task that is structurally equivalent to the department store task, we varied the format in which participants are primed to think about an environmental system, in particular whether they are primed to concentrate on lower-level (local) or higher-level (global) system elements. 148 psychology, geography and business students participated in our study. Students’ answers support our hypothesis that global processing increases participants’ ability to infer the overall system behavior. The beneficial influence of global presentation is even stronger when data are presented numerically rather than in the form of a graph. Our results suggest presenting complex dynamic systems in a way that facilitates global processing. This is particularly important as policy-designers and decision makers deal with complex issues in their everyday and professional life.
Internet of things innovations and the industrial internet these days become more and more decisive factors of future success for companies. Especially manufacturing oriented SME will face the challenge to develop innovative technology driven business models alongside technology innovations in this field which will be essential for future competitiveness. Failing in developing these technology driven business models in an internationally highly competitive environment will have a serious impact both on companies and on the society. Hence, securing economic stability and success of these technology driven business models is an indispensable task. To identify challenges for innovative industrial internet business models first it is necessary to understand what the industrial internet means to the leading parties and applying companies and start-ups in the field. Second, challenges from general business model development will be outlined. In a third step risks and challenges in business model development will be discussed with regard to the special characteristics of technology driven business models in the context of the industrial internet and the important role of the technological key component of the business model. Especially the capability to deal with an integrated consideration of the indivisible linked dimensions of economic and technological aspects of these business models is questioned. In the fourth place the specific challenges for industrial internet business models are derived. On the basis of these results it is also discussed what might be done to handle these challenges successfully with the goal to turn them into chances. The need for future research on the integration of the risk management perspective into the development of these technology driven business models is derived. This will help established companies and start-ups to realize great technological innovations for the industrial internet in sound and successful innovative business models.