650 Management
-
650 Management und unterstützende Tätigkeiten
(2)
- 651 Büroarbeit
- 652 Techniken der schriftlichen Kommunikation
- 653 Stenografie
- 657 Rechnungslegung
-
658 Allgemeines Management
(90)
-
659 Werbung, Öffentlichkeitsarbeit
(6)
Refine
Document Type
- Journal article (156)
- Book chapter (93)
- Conference proceeding (50)
- Book (42)
- Working Paper (8)
- Doctoral Thesis (6)
- Anthology (6)
- Review (2)
- Issue of a journal (1)
- Report (1)
Is part of the Bibliography
- yes (365)
Institute
- ESB Business School (207)
- NXT Nachhaltigkeit und Technologie (70)
- Informatik (57)
- Texoversum (23)
- Technik (7)
- Life Sciences (2)
- Zentrale Einrichtungen (1)
Publisher
- Springer (109)
- MIT Center for Information Systems Research (17)
- Haufe (15)
- Erich Schmidt Verlag (11)
- Schäffer-Poeschel (11)
- Elsevier (10)
- Center for Promoting Education and Research (9)
- Emerald (8)
- Verlagsgruppe Handelsblatt (7)
- Wiley (7)
Zwischen dem deutschen und dem chinesischen Managementstil und den jeweiligen beruflichen Umgangsformen gibt es eine Reihe teilweise gravierender Unterschiede. Da der chinesische Wirtschaftsraum für deutsche Unternehmen von großer und stetig wachsender Bedeutung ist, verwundert die hohe Nachfrage nach interkulturellen Trainings zu China nicht weiter.
The objective of this article is to take a closer look at discourse analysis as a qualitative method of data collection, analysis and theory building in Human Resource Management. Working exclusively with audio or video recordings of authentic conversations and following a systematic methodological process, discourse analysis enables researchers to develop theoretical conclusions and models on HR topics. First, basic assumptions and tools of discourse analysis are presented. Special emphasis is put on the applied discourse analytical approach and potential benefits for research on Human Resource Management. Second, drawing on a research project carried out at the University of Bayreuth, an example is presented of how discourse analysis was used to investigate experience management. The project yielded a theoretical model that describes the communicative processes of experience transfer among expatriate managers. It reveals the particular challenges involved as well as strategies interactants use to cope with them. Being strictly action-oriented, the model is advantageous for deducing recommendations for Human Resource Development.
Erfahren, erleben, erzählen
(2008)
Our explorative, qualitative study explores the dynamic processes of Chinese subordinates developing trust (or not) in their (culturally distinct) German supervisors. It is based on 95 interviews with Chinese subordinates of German supervisors and German supervisors of Chinese subordinates both in China and in Germany. Overall, our study contributes next to trust and cross-cultural management research to the examination of the juxtaposition of Western and Eastern management concepts and ultimately to the debate whether trust is a universalistic concept or one that is characterized by cultural particularities. On the basis of our data, we propose a trust development process model, which (1) illustrates three phases of trust development (the high trust contact phase, the low trust disillusion phase and trust bifurcation in the acculturation phase); (2) explicates why and with the help of which moderating contextual factors trust ultimately is either re-established or permanently eroded and why there appears to be little graduation in between; and (3) uncovers for our cross-cultural setting even for interpersonal subordinate-supervisor dyads the relevance of collective trust.
Our explorative, qualitative study uncovers the dynamic processes of agility unleashing or inhibiting potentials within German small and medium sized enterprises through the lens of digitization. Based on an analysis of 22 interviews, we propose a conceptual model, which illuminates antecedents and external determinants of agility and their impact on potentials and performance in organizational settings. In this process we determine digitization both as an external driver and as an internal provider of agility. Resource constraints and traditional leadership styles are SME-specific barriers to agility. How extensively the potentials of agility can be utilized dependents on the moderating factors firm size and department.
Flexibel und international
(2016)
The business environment is one of the key determinants for the choice of the market entry form and, thus, the go-to-market approach of international companies. It, therefore, drives the business model design of all active companies in the respective markets. The situation in the business conditions across Sub-Saharan Africa (SSA) is very heterogenous, however, mostly on a low level by international standards. In the past few years, African countries have embarked on a dynamic journey of improving their business environment, increasingly facilitating business operations. Despite these positive developments in the business environment, like more efficient customs clearing processes and improving governance, in Sub-Saharan Africa, local and international companies still need to find operational work-arounds and often require business model adaptation to deal with challenges arising from the business environment.
In recent years, Africa has increasingly become the focus of attention for political decision-makers, managers, and management scholars. This diverse and multi-faceted continent consists of 54 countries, 49 of which make up Sub-Saharan Africa. The countries differ on many levels, such as geographic size and location (landlocked vs. sea access), demographics, economic size and dynamics, level of social development, degree of urbanization, and culture. There is often a tendency to emphasize the manifold challenges African countries face such as political instability, regulatory complexities, lack of skilled labor force, or infrastructural gaps. However, the challenging business conditions should not obscure the fact that Africa is one of the most dynamic regions of the world and has recently gained more attention from international companies for many interwoven reasons (Amankwah-Amoah et al., 2018; Boso et al., 2018; Mol et al., 2017).
This article discusses the behavioral theory of firms and how it lays the foundation for behavioral strategy, which combines elements of social psychology and cognitive frameworks with strategic management principles and practices. The goal is to highlight key contributions from various authors by comparing their work. Emphasis is placed on the behavioral theory of firms and its significance to behavioral strategy that integrates social psychology and cognitive aspects with strategic management practices. However, this area of study is still relatively untapped, and more research is needed to develop comprehensive approaches.
