Mehr Durchblick durch Ausbildungspläne

Rahmenpl?ne für die Altenpflege - Seit der Einführung des bundeseinheitlichen Altenpflegegesetzes 2003 sind Pflegeeinrichtungen verpflichtet, die Ausbildung ihrer Auszubildenden in der Altenpflege auf der Grundlage eines Ausbildungsplanes sicherzustellen. Was sollte er beinhalten und wie wird er erstellt?     

Forecasting Using Long-Order Autoregressive Processes: An Example Using Housing Starts

A long autoregressive (AR) modeling procedure for monthly U.S. housing starts data is considered. Neither differencing to remove the trend, nor differencing to remove the seasonal component is required in this method. The model is fitted by a Householder transformation-Akaike AIC criterion algorithm. Forecast performance is compared to that obtained by the Box-Jenkins ARIMA method. The prediction error variance of the long AR model method tends to be smaller than the prediction error variance of the Box-Jenkins model method. The long AR method is well suited for housing market time-series which are characterized by both strong seasonal and slowly changing trend components.     

Hubristic Start-up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes

The hubris tradition of research has been criticized for limiting its scope by associating hubris predominantly with detrimental leadership behaviours. To counteract this bias, we provide a more nuanced exploration of hubris and consider both beneficial and detrimental manifestations of hubris in start-up founders’ leadership behaviours. Our analysis, based on qualitative data from expert interviews and two case studies, indicates that, whilst hubristic start-up founders are likely to fail overall, they also excel in creating and communicating visionary scenarios, steering employees through critical situations, and extracting commitment from third parties. These under-researched ‘bright’ manifestations of hubris allow start-up founders to lead their venture towards a stage, in which their visionary power and resilience become crucial prerequisites for economic progress. Our findings extend knowledge on hubristic leadership, offer new directions for the hubris tradition of research, and open up avenues for future research with a more balanced view of hubris.     

Traces of foreign retailers – local knowledge-spillovers and strategy adaption within retail internationalization

ABSTRACT

Since the 1990s certain retail companies have evolved into some of the largest and most dispersed transnational corporations worldwide. However, within the ‘new era of retail distribution’ retailers are increasingly divesting from foreign markets. This study addresses these recent and under-explored dynamics by revealing the traces transnational retail corporations leave after divesting from a country. It explores the aspect of learning of host market retailers from entering transnational corporations (TNCs) and examines how foreign knowledge is adjusted in the business strategies of these local actors. It takes a fresh empirical slant using qualitative interviews with host market retail managers including former TNCs’ subsidiaries operating under domestic ownership. The emerging economy of Turkey serves as an empirical example. The paper finds that foreign retailers transfer firm-specific resources to the local retail through (1) demonstration and imitation, (2) vertical linkages with suppliers, (3) joint ventures and acquisitions, and (4) labor turnover of TNC trained staff. Certain successful local companies adjust the foreign knowledge based on their local knowledge and strengths, their high level of flexibility and deep territorial embeddedness, and create ‘hybrid’ business strategies. These findings suggest that dynamic capabilities are crucial to successful retailing in an international competitive environment. TNC managers should work with local staff in partnerships of equals and managers of locally operating companies should incorporate new knowledge by hiring TNC trained staff.     

Analysing Comparative Advantage and Competitiveness: An Application to Australia's Textile and Clothing Industries

Australia's comparative advantage and competitiveness in textile and clothing (TAC) industries are analysed, using Balassa's revealed comparative advantage index and Vollrath's measures of competitiveness. The analysis based on Balassa's indices shows that Australia has a strong comparative disadvantage in textiles and clothing as aggregate commodity groups, but there is comparative advantage in sub–categories of 'special textile products', 'floor coverage, tapestry etc', and 'fur clothing'. The analysis based on Vollrath's indices shows that Australia is not competitive in the world market with respect to aggregate commodity groups of textiles and clothing. Grubel–Loyd index of intra–industry trade was calculated for seven categories of textiles and two categories of clothing. The results show a rising trend in intra–industry trade in some of these categories of TAC products, implying that Australia increasingly exports and imports differentiated TAC products. Australian TAC industries may look to further promote exports of their products in the global market through increased product differentiation and improved quality and design.     

Industry Transformation – Conceptual Considerations from an Evolutionary Perspective

The explanandum ‘industry transformation’ is conceptualized against the background of market process theories. A system of indicators to measure industry transformation is set up and typical patterns of development and challenges for entrepreneurial action on business-to-business markets are derived. Analyzing industry transformation requires a co-evolutionary approach. Change is then detected using different indicators, exemplified using the German healthcare sector as an insight to business-to-business markets in transition. Entrepreneurial action is the key to an evolutionary understanding of business systems as drivers of change processes and the fact that – at the same time – they are driven by them. Typical features of industry transformation include historicity, path dependencies, and evolutionary interpretations of specificity leading to trajectories and multiple patterns like for example (dis-/re-)intermediation and cooperation.

Für Sie Gelesen

Journal Club

Für Sie Gelesen