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Konflikte im virtuellen Team
(2018)
Successful digital business strategies rely less on strategic analysis and big bets than on experiments and learning. Consider, for example, that Airbnb grew out of the belief that people would pay to sleep on air mattress on a stranger's floor. Similarly, Instagram started as an app for checking in and hanging out with friends (and sharing pictures) that proved complicated to use. Twitter's founders had first tried a podcasting platform, Odeo, which Apple made obsolete with iTunes. AUDI AG had to kill of its "share a car with five friends" app before rolling out more successful mobility services in a number of countries. The digital successes did not grow out of a comprehensive upfront analysis. Digital strategy emerges from an idea - often, not a particularly good idea.
Unternehmen mit hohen dynamic capabilities gelingt es besser, ihre spezifische Ressourcenbasis zu verändern und weiterzuentwickeln. Dies ist insbesondere in der digitalen Transformation eine entscheidende Fähigkeit von Unternehmen. Individuelle Kompetenzen haben dabei mehrfache Bezüge zu den dynamic capabilities: sie können Teil der dynamic capabilities sein, wenn sich Mitarbeiter durch hohe Lernfähigkeit auszeichnen (Metakompetenzen). Sie können aber auch Bezugspunkt sein, und zwar, wenn durch verschiedene Personalmaßnahmen die aggregierte Kompetenzausstattung verändert wird. Zudem können die individuellen Kompetenzen Teil der dynamic capability des organisationalen Lernens sein, über das individuelle Fähigkeiten mitarbeiter- und abteilungsübergreifend miteinander vernetzt werden. Aus diesen Zusammenhängen ergeben sich konkrete Handlungsempfehlungen. Unternehmen, die die Chancen der digitalen Transformation nutzen wollen, bietet sich mit diesen Hinweisen die Möglichkeit, ihre dynamic capabilities zu erhöhen und damit auch im digitalen Zeitalter zukunftsfähig zu sein.
In recent years the share economy has gained widespread success across different industries. Since small firms and new ventures obtain fewer resources, an increased focus on service allows them to differentiate and compete with cost pressure in traditionally manufacturing based industries. There still is a lack of understanding how these firms manage to successfully shift towards service-oriented business models. This paper adopts a dynamic capabilities approach to examine the particular microfoundations that underlie sensing, seizing and reconfiguring dynamic capabilities of early-stage service firms within a traditional retail market. The context of this study is the fashion industry. It is an ideal setting since it is characterized by severe competition, short life cycles, strong cost pressure and high volatility. There are few but increasing examples of entrepreneurial initiatives that try to compete by providing offers to resell, rent or swap clothes. Qualitative data of five early stage fashion ventures is analyzed. Findings reveal that the ability to develop and maintain long-term relationships is essential. It has also been found crucial to acquire knowledge from external network partners, delegate tasks and share information. Furthermore, skills for interacting with customers and adopting consumer feedback are critical. This study provides empirical evidence of dynamic capabilities of early-stage firms and contributes to knowledge on the factors that facilitate servitization in traditionally manufacturing based industries. For practitioners, the presented microfoundations provide a framework of critical tasks that allow them to develop and maintain a service oriented business model.
Bisher sind die Auswirkungen der Digitalisierung auf das Qualitätsmanagement kaum diskutiert worden. Nun wurden im Rahmen einer Expertenbefragung die wichtigsten Chancen und Risiken identifiziert. Eine zentrale Anforderung dabei ist ein konsequentes „Right First Time“, für dessen Umsetzung das präventive Qualitätsmanagement eine
entscheidende Rolle spielt.
Relocation of production to countries with low labour costs has induced increased labour market flexibility, which has been praised as a silver bullet for economic growth and low unemployment. Within a unionised oligopoly framework, in which a multinational firm has the option to relocate its production to a foreign country, we analyse the welfare implications of both centralised and flexible wage-setting regimes. For very low foreign wages, wage flexibility leads to higher welfare than a rigid centralised regime. In contrast, for ‘intermediate’ wage levels in the foreign country, an industry-wide uniform wage leads to higher social welfare than flexible wages.