Zur Lage der Kommunikationswissenschaft und ihrer Fachgesellschaft. Ergebnisse der DGPuK-Mitgliederbefragung 2003

Like other broad disciplines in the media/communications field, communication science is characterized by rapid growth and increasing diversity and hence confusion. That also affects the discipline’s scholarly associations. So the German Association for Communication Science (Deutsche Gesellschaft für Publizistik- und Kommunikationswissenschaft, DGPuK), the largest German-speaking association in this field, conducted a survey among its members in early 2003. This article reports on the design and findings of this study, focusing on the perception and evaluation of the association and on the scholarly orientations (theoretic perspectives and methodologies) of its members. Various subgroups within the DGPuK diverge in their positions and opinions. This applies in particular to the less well represented research traditions and subdisciplines (as compared to the social-scientific mainstream), which tend to view the DGPuK as one-sided. Deviations also show for professionals working outside the academic field (as compared to DGPuK members from universities) and in part for older members and women. The findings not only give an up-to-date picture of the state of the DGPuK but also shed light on the situation and development of the discipline as a whole.     

Union recognition in Britain's offshore oil and gas industry: implications of the Employment Relations Act 1999

The Employment Relations Act 1999 (ERA) has provided trade unions in the UK with new opportunities for achieving recognition. After a long history of anti‐unionism in the offshore oil and gas industry, employers have voluntarily ceded recognition to Trades Union Congress (TUC)‐affiliated trade unions. The legitimacy of this recognition process has been contested by the non‐TUC Offshore Industry Liaison Committee (OILC), an offshore workers’ union, seeking to act as a recognised bargaining agent. The ERA may be promoting ‘business friendly’ agreements at the expense of claims to recognition of other bargaining agents and of democratic employee choice.     

On the Benefits of Withholding Knowledge in Organizations

Transferring knowledge to an agent makes him more successful or productive, which is beneficial for the principal. However, knowledge transfer also increases the agent’s outside option. I identify two reasons for withholding knowledge — to reduce labor costs within a principal–agent relationship, and to weaken the agent in case of a separation. Moreover, the role of synergy is discussed both for building up a principal–agent relationship and for transferring knowledge. While synergy is decisive for knowledge transfer, cooperation between the principal and agent may even take place in the absence of synergy. Furthermore, I analyze whether the principal is more likely to transfer knowledge to a more able or to a less able agent. Finally, the advantages and disadvantages of a noncompetition clause are briefly discussed.     

The Income Splitting Method: Is it Good for Both Marriage Partners?

Abstract. This paper analyzes how deviating from individual taxation affects married couples. The focus is on time allocation, on investment in family‐specific human capital and on distribution of income within the family. Two insights are discussed in detail. First, the distribution of tax‐reduction gains due to the income splitting system depends on whether the family has been started or not. After marriage, joint taxation increases redistribution among family members. Second, although joint taxation reduces the tax burden of the family, it might harm the marriage partner that is more productive in household production provided that potential marriage partners foresee the effects of joint filing on the time allocation within the family.     

Fairness in the Mail and Opportunism in the Internet: A Newspaper Experiment on Ultimatum Bargaining

Abstract. On 11 May 2001, readers of the Berliner Zeitung were invited to participate in an ultimatum bargaining experiment played in the strategy vector mode: each participant chooses not only how much (s)he demands of the DM1,000 pie but also which of the nine possible offers of DM100, 200, …, 900 (s)he would accept or reject. In addition, participants were asked to predict the most frequent type of behavior. Three randomly selected proposer–responder pairs were rewarded according to the rules of ultimatum bargaining and three randomly chosen participants of those who predicted the most frequent type of behavior received a prize of DM500. Decisions could be submitted by mail, fax or via the internet. Behavior is described, statistically analyzed and compared to the usual laboratory ultimatum bargaining results.     

Systematic review of sourcing and 3D printing: make-or-buy decisions in industrial buyer–supplier relationships

Management Review Quarterly - Additive manufacturing (AM) is regarded as a technology that has transformative and disruptive potential in nearly all industries. However, AM is not only about new...