Technology foresight using a Delphi approach: a Japanese-German co-operation

This article describes a joint project conducted from 1991 until 1993 by the Japanese National Institute of Science and Technology Policy (NISTEP) and the German Fraunhofer institute for Systems and Innovation Research (ISI). Some first outcomes, and different alternatives on how to use the data for trend interpretation and priority setting, are described.
The Japanese Delphi survey is conducted every five years and was first undertaken in 1971. In 1992, NISTEP and ISI agreed on a joint project. About 3000 Japanese experts were asked to answer more than 1000 questions based on 16 different technological areas. With financial aid from the Federal German Ministry of Research and Technology (BMFT) the Japanese fifth Delphi survey was replicated in Germany. The Japanese questions were translated and more than 1000 German experts responded to the questionnaires and judged the possible technological development within the next 20 to 30 years. The aim of this joint project is to compare the Japanese and the German answers in order to analyse possible differences and to understand the cultural influences on technology assessment.     

The role of motivation to lead for leadership training effectiveness

In this study, the construct of motivation to lead (MtL) is considered as a predictor of leadership training effectiveness. MtL, the individual preference to take on leadership roles, is a motivation that specifically relates to the content of leadership training. A total of 132 managers participated in a longitudinal follow‐up study. The influence of MtL on training effectiveness is explained by a serial mediation process. Individuals high on MtL benefit more from training by acquiring more leadership competencies, which in turn results in more effective leadership behavior and ultimately higher training effectiveness 1 year later. Understanding the process through which trainees' individual MtL influences building up competencies is important for identifying mechanisms that drive training effectiveness. Organizational support is revealed to further enhance this training process by moderating the influence of MtL on leadership competencies. From a practical perspective, MtL is important for leadership training effectiveness and measures should be taken to enhance MtL.     

Accountability and transparency in relation to human rights: A critical perspective reflecting upon accounting, corporate responsibility and ways forward in the context of globalisation

In this paper we critically theorise accountability and transparency, and accounting, in relation to human rights. Consistent with our perspective, we articulate human rights as a complex and very important construct. We link human rights to notions of accountability and transparency (and hence to accounting) and elaborate how theoretical debates and developments in the humanities and social sciences refine but do not displace the argument that governance for human rights is a meaningful pursuit and policy. Indeed, they in some ways promote the mobilisation of accounting in the context. We go on to elaborate further how accounting (we especially focus upon corporate accounting and reporting) may come to the service of human rights. Developing our critical perspective more concretely and positively, we reflect, giving consideration to real world happenings and relevant illustrations, upon the interface of accounting, various actors (especially corporations) and human rights in the context of globalisation. And we reflect upon ways forward.