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Die Organisationsentwicklung hat eine bewegte Geschichte hinter sich und eine aussichtsreiche Zukunft vor sich. Die Kerngedanken der Organisationsentwicklung, die wesentlich durch die Forschungen von Kurt Lewin und Kollegen beeinflusst wurden, haben die theoretischen Vorstellungen über und praktische Handhabung von intentional gesteuerten Veränderungsprozessen wesentlich beeinflusst. Nachdem die Organisationsentwicklung über die Zeit strategischer und pragmatischer geworden ist, droht sie als eigenständige Methode zunehmend unkenntlich zu werden. In diesem Beitrag wird anhand von zwei Thesen argumentiert, dass eine zukunftsfähige Organisationsentwicklung die Grundidee der Partizipation in einer digitalen Arbeitswelt wieder stärken und sich reflektierter als bislang dem paradoxen Verhältnis zwischen Stabilität und Wandel annehmen müsste. Eine Organisationsentwicklung, die sich mit diesen Themen beschäftigt, ist zukunftsfähig und wird wesentlich die Art und Weise prägen, wie in Organisationen Veränderungen gestaltet werden.
Green fashion retail
(2017)
This book focuses on sustainability in fashion retail, which is fast becoming the pivot point of future fashion retail strategies. Chapters in the book provide theoretical and practical insight on how going green may positively influence the strategy of fashion retailers and marketers, who have to react to the changing society and customer needs. Structured in four main parts, and based on distinct research questions, readers will be able to dig deep into the individual levers for possible adaptions. It thus provides a solid understanding on how to integrate green aspects into any fashion retailers business model.
The management of football brands : brand identity management illustrated by Borussia Dortmund
(2017)
Despite a growing awareness of the importance of the management of trademarks at the club level, there is a significant delay regarding the professional management of the brand within the Bundesliga clubs. So far, the principles of brand identity management were rarely applied, and most clubs have given up, despite a high economic potential, the ability to create competitive advances in economic terms, but also in sports terms. In this chapter, we will study the success factors of the management of brand identity of professional football clubs from the actual case of Borussia Dortmund.
Customer prioritization is a common marketing activity in business practice. It aims at an increase in average customer profitability and return on sales by treating important customers more intensively. After a short introduction highlighting the importance of customer prioritzation, the present article provides an overview of key aspects of customer prioritization. First, companies need to select a prioritization criterion, determine the method to identify important customers, and decide on how to treat these customers in a particular way. Second, companies face challenges and need to address key requirements for implementing customer prioritization within a company. Finally, the article emphasizes positive and negative consequences of customer prioritization.
While the topic of Customer Relationship Management (CRM) has generated an increasing amount of research attention in recent years, still lacking is a comprehensive overview that helps to explain how companies can implement CRM successfully. To address these issues, this article identifies and discusses factors that are associated with a greater degree of CRM success. More specifically, we identify and discuss determinants on strategy, human resources, information management, structure and processes as well as specific factors within the implementation phase which help to improve CRM success. First, our results indicate that the implementation of CRM processes is associated with better company performance, especially at the relationship initiation and maintenance stage. Second, the findings emphasis a predominant influence of firm-based factors vis-à-vis structural industry, and customer-based factors. Furthermore, cross-functional CRM teams and a top management feeling responsible for CRM projects help to improve CRM success. In addition, internal processes which are related to customer contact points have to be redesigned to enhance the interaction between employees and customers. The current article sheds more light on what really drives CRM success.
Propofol is an intravenous anesthetic. Currently, it is not possible to routinely measure blood concentration of the drug in real time. However, multi-capillary column ion-mobility spectrometry of exhaled gas can estimate blood propofol concentration.Unfortunately, adhesion of volatile propofol on plastic materials complicates measurements. Therefore, it is necessary to consider the extent to which volatile propofol adheres to various plastics used in sampling tubing. Perfluoralkoxy (PFA), polytetrafluorethylene (PTFE), polyurethane (PUR), silicone, and Tygon tubing were investigated in an experimental setting using a calibration gas generator (HovaCAL). Propofol gas was measured for one hour at 26 °C, 50 °C, and 90 °C tubing temperature. Test tubing segments were then flushed with N2 to quantify desorption. PUR and Tygon sample tubing absorbed all volatile propofol. The silicone tubing reached the maximum propofol concentration after 119 min which was 29 min after propofol gas exposure stopped. The use of PFAor PTFE tubing produced comparable and reasonably accurate propofol measurements. The desaturation time for the PFA was 10 min shorter at 26 °C than for PTFE. PFA tubing thus seems most suitable for measurement of volatile propofol,with PTFE as an alternative.