PAALiativ: Technik als Chance?

Assistenztechnologie im Wohnumfeld — Die Terminalphase des Lebens in h?uslicher Umgebung verbringen zu k?nnen entspricht dem Wunsch der meisten Menschen. In Oldenburg startete mit PAALiativ ein Projekt, mit dem exemplarisch nach M?glichkeiten der technischen Unterstützung für ein selbstbestimmtes Leben Schwerstkranker gesucht wird.     

The Gordian Knot of Practicing Digital Transformation: Coping with Emergent Paradoxes in Ambidextrous Organizing Structures*

Despite increasing scholarly attention on digital transformation, there are only limited micro‐level insights into how incumbent firms organize and manage their digital transformation efforts on a daily basis. Through a longitudinal, exploratory qualitative case study of a large firm, this article investigates how organizational members respond to an ambidextrous organizing model designed to accelerate digital innovations. The firm relied on a hybrid model of separation and integration to organize and manage its digital transformation efforts. This study unfolds the implications and consequences of such a model at the micro‐level. By applying a paradox lens, it shows how the coping actions of organizational members affected the digital transformation. The article illustrates how the hybrid organizing model led to the emergence of three paradoxes at the organizational level (paradoxes of organizing, attention, and knowledge sharing) that organizational members had to cope with. It shows how organizational members, through their coping with these paradoxes, indirectly affected the organizing model by altering its original design; and how the management, influenced by these learnings, subsequently adapted the model to enable a better sustainability over time. Overall, the findings show and explain why organizing for digital transformation is a particularly complex and paradoxical endeavor. They also provide important insights to managers and organizational developers, helping them to become aware of possible tensions in their organizing efforts as well as of coping strategies and practices to tackle these tensions. Finally, the article suggests different paths for further research in digital transformation and digital innovation from a micro‐level perspective.     

The Benefit of Mean Auditors: The Influence of Social Interaction and the Dark Triad on Unjustified Auditor Trust

Regulators and researchers have expressed concerns that social interaction leads auditors to unjustifiably trust managers, constituting a lack of sufficient professional skepticism. Using both an abstract laboratory experiment and a contextually rich experiment with practicing auditors we predict and find that higher Dark Triad auditors (those with higher levels of the shared core between psychopathy, narcissism, and Machiavellianism) are relatively more resistant to lapses in professional skepticism due to the effects of social interaction. This is likely driven by higher Dark Triad auditors' callousness, lack of empathy, and lack of response to social stimuli. In contrast, while higher social interaction initially increases lower Dark Triad auditors' unjustified trust in managers, this effect reverses in subsequent interactions when lower Dark Triad auditors observe evidence suggesting managers have reported aggressively. These findings add to research on the effect of auditor personality traits, audit-client social interaction, and the interaction of these two variables, and suggest that practitioners and researchers account for the interplay of Dark Triad traits and social interaction and their effect on professional skepticism.     

An asset protection scheme for banks exposed to troubled loan portfolios

We examine a specific portfolio credit derivative, an Asset Protection Scheme (APS), and its applicability as a discretionary regulatory tool to reduce asymmetric information and help restore the capital base of troubled banks. The APS can be a fair-valued contract with an appropriate structure of incentives. We apply two alternative multivariate structural default risk models: the classical Gaussian Merton model and a model based on Normal Inverse Gaussian processes. Using a data set on annual farm level data from 1996 to 2009, we use the Danish agricultural sector as a case study and price an APS on an agricultural loan portfolio. We compute the economic capital for this loan portfolio with and without an APS. Moreover, we illustrate how model risk in the form of parameter uncertainty is reduced when an APS is attached to the loan portfolio.     

Consumer satisfaction with real life meal experiences: An interview study

The objective was to explore consumers’ expectations and experiences with buffet lunches at workplaces, using the disconfirmation paradigm. Consumers (N = 25) were interviewed before and after eating a buffet lunch. Interviews were transcribed and content analyzed. The results demonstrate that consumers perceive meal satisfaction as a holistic experience integrating sensory and quality experiences of the food, physiological consequences of eating, and social and environmental aspects of the meal. Consumer meal satisfaction was linked to achievement of short- and long-term goals on maintaining or improving physical and mental well-being. Alignment of meal-related goals and behavior promotes meal satisfaction.     

Trader Participation in Disclosure: Implications of Interactions with Management

Technological advances are creating a shift in the information disclosure environment allowing more investors to interact with management. We examine three key levels of trader-management interaction to assess the accuracy of traders' market-tested value estimates and resulting market price. These data require an engaging experiment and a complex, contextually rich asset, which we create by playing a popular gaming app before the experiment. Participants view financial information, ask management questions, estimate value, and trade. We find that receiving non-personalized question responses improves trader estimates of value and market price efficiency relative to when traders ask questions but do not expect a response. This occurs because traders exert more effort estimating value and trading. However, receiving personalized versus non-personalized responses harms value estimates and market efficiency. This occurs because traders receiving personalized responses fixate on the interaction with management, dividing their attention and diverting it away from valuing and trading the asset.     

EU-China Partenariat 2006:Tailor-made Opportunities for SMEs of EU and China

2006 EU-China Partenariat 2006, the large-scale business-to-business event which will link almost one thousand European and Chinese companies is indeed a highly appropriate way to further enhance the already excellent relations between the EU and China moreover as this is the very year that we are celebrating 30 years of EU-China diplomatic ties.……     

Project management models as value creators

Based on findings from five case studies, we discuss benefits obtained by using a common project management model. The case studies are part of an international research project aimed at determining the value of project management. All five companies applied a customized project management model. The five models are presented, and their characteristics, similarities, and differences are discussed. Based on interviews and comparisons with literature, the values obtained are identified. The values relate to efficiency, legitimacy, power and control, and stakeholder satisfaction. Further, the article points to necessary preconditions (both technical and human factors) in order to harvest the values.     

Value creation by building an intraorganizational common frame of reference concerning project management

In this article, we suggest that organizations should not focus on selecting between various project management approaches, tools, or behaviors. Instead, we claim that the real benefit from project management implementations comes from the mere creation of a common frame of reference. Based on four case studies, we identify elements that enhance such a common frame of reference: (1) a common project management model, (2) common project management training, (3) common project management examinations/certifications, and (4) activities for knowledge sharing. Values created, especially when the application of the elements was mandatory, were better communication, better customer satisfaction, and easier knowledge sharing.