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.     

Transforming under deep uncertainty: A strategic perspective on risk management

Companies increasingly face the need for transformation in today’s rapidly changing business environment, characterized by major shifts in technology, regulation, and customer behavior. A lack of strategic risk insight and foresight leaves many incumbents insufficiently prepared in the face of such deep uncertainty. We argue that traditional risk management falls short because it predominantly focuses on strategy execution while leaving strategy formulation largely untouched. Moreover, an administrative-heavy risk management process can create strategic inertia and a misleading sense of control. In today’s dynamic business context, companies must not only increase the speed and impact of their strategy execution but also continuously explore the development of new strategies in response to disruptive events or emerging opportunities. Our research shows how leading companies develop a strategic risk management (SRM) capability to increase their resilience and agility in response to deep uncertainty. SRM takes a strategic, forward-looking perspective and focuses on strengthening processes, people, and practices for purposefully integrating risk into the strategy formulation process. This article offers a framework with three proven configurations of content and timing integration, risk management roles, and leading practices that enable effective SRM.     

The gift of being chosen

We report evidence from an experiment where an employer selects one of two workers to perform a task for a fixed compensation. Workers differ in their ability. The employer’s payoff depends on the worker’s ability and on a non-contractible effort that the worker exerts once employed. We find that selected workers exert an effort higher than the minimum enforceable one. When the employers can send a free-text form message to the selected worker, workers with low ability exert significantly higher effort than the workers with high ability. The difference in effort overcompensates the difference in ability.     

Shifting the blame to a powerless intermediary

We extend the results of Bartling and Fischbacher (Rev. Econ. Stud. 79(1):67–87, 2012) by showing that, by delegating to an intermediary, a dictator facing an allocation decision can effectively shift blame onto the delegee even when doing so necessarily eliminates the possibility of a fair outcome. Dictators choosing selfishly via an intermediary are punished less and earn greater profits than those who do so directly. Despite being powerless to influence the fairness of the outcome, an intermediary given the choice between two unfair outcomes is punished more than when the dictator chooses one directly. This is not the case when the intermediary merely can initiate the random selection of one of the outcomes. Our findings reinforce and clarify the usefulness of agency as a tool to evade perceived culpability.     

Weiterbildung für Netzwerker

Vernetzung in Theorie und Praxis — Kooperation im Gesundheitswesen? – Das geht. Bei einer vom Europ?ischen Sozialfonds gef?rderten Weiterbildung in Oldenburg werden verschiedene Berufsgruppen und Mitarbeiter/innen unterschiedlicher Einrichtungsarten zu vernetztem Denken und Handeln qualifiziert. Die ersten Erfahrungen sind ?u?erst erfreulich.     

Inventory-driven costs

In the 199os, Hewlett-Packard's PC business was struggling to turn a dollar, despite the company's success in winning market share. By 1997, margins on its PCs were as thin as a silicon wafer, and some product lines hadn't turned a profit since 1993. The problem had everything to do with the PC industry's notoriously short product cycles and brutal product and component price deflation. A common rule of thumb was that the value of a fully assembled PC decreased 1% a week. In such an environment, inventory costs become critical. But not just the inventory costs companies traditionally track, HP found, after a thorough review of the problem. The standard "holding cost of inventory"--the capital and physical costs of inventory--accounted for only about 10% of HP's inventory costs. The greater risks, it turned out, resided in four other, essentially hidden costs, which stemmed from mismatches between demand and supply: Component devaluation costs for components still held in production; Price protection costs incurred when product prices drop on the goods distributors still have on their shelves; Product return costs that have to be absorbed when distributors return and receive refunds on overstock items, and; Obsolescence costs for products still unsold when new models are introduced. By developing metrics to track those costs in a consistent way throughout the PC division, HP has found it can manage its supply chains with much more sophistication. Gone are the days of across-the-board measures such as,"Everyone must cut inventories by 20% by the end of the year," which usually resulted in a flurry of cookie-cutter lean production and just-in-time initiatives. Now, each product group is free to choose the supply chain configuration that best suits its needs. Other companies can follow HP's example.     

The Importance of Board Risk Oversight in Times of Crisis

Journal of Financial Services Research - This study investigates the relationship between board risk oversight practices at financial institutions in the EU and systemic risk during the sovereign...     

Respecting entitlements in legislative bargaining: A matter of preference or necessity?

We investigate whether fairness concerns overrule strategic behaviour in legislative bargaining with entitlements. In a lab experiment, we vary bargaining power by using either majority rule or dictator rule to implement a division. We apply coarse measures in order to assess whether entitlements are respected. Our results show that with experience over one third of proposers make “extreme” offers, assigning at most 10% of the surplus to partners whose consent is not needed under the respective rule. Having observed extreme outcomes in the past increases the likelihood of own extreme proposals. Overall, we find significant limitations in the acknowledgment for others' entitlements, in particular for groups in which individual contributions differ.