Verlust der Zahnprothese – wer zahlt?

Haftung für Patienteneigentum - Im Krankenhaus oder Pflegeheim ist es unver meidbar, dass auch einmal pers?nliche Gegenst?nde von Patienten verloren gehen. Doch wer haftet eigentlich für verschwundene Zahnprothesen, Brillen und Co.?     

Financial markets and exchange-rate regimes in transition to EMU

This paper highlights that the EMU transition process itself can pose challenges to individual accession countries and draws policy implications for ERM II. Differences in financial market development and international liabilities underscore the risks and benefits of ERM II, and may lead to conflict between short and long-term policy objectives.     

Umgang mit Aggressionen

Herausforderndes Verhalten bei Demenz - Wenn Aggression, erh?hter Bewegungsdrang, starke Orientierungsprobleme, Selbst- und Fremdgef?hrdung oder andere „herausfordernde“ Verhaltensweisen auftreten, wird die Pflege und Begleitung von Demenzkranken als Belastung erlebt. Doch Pflegende stehen dem Problem nicht hilflos gegenüber. Eine interdisziplin?re Expertengruppe gibt mit ihren Empfehlungen ein Handlungsgerüst.     

Economic crises in the thirties and today

In the context of the ongoing financial and economic crisis reference is frequently made to the Great Depression of the 1930s and fears are voiced that we may have embarked on a similar path. This article looks at the conditions prevailing back then and compares them with the present economic environment. From this some conclusions are drawn as to the likelihood of a recurrence of the disaster.     

The EU’s new competition policy standards

In a 2008 article in the EU’s Competition Policy Newsletter, Peter Lowe, Director General of the EU Commission’s Directorate Competition, synthesised the experience of his office with regard to the design of competition policy institutions for the 21st century. A year earlier, he had co-authored another article, appearing in the same venue, recapitulating the Commission’s lessons learned from the Energy Sector Inquiry and the need for effective unbundling of energy transmission networks. The reader of both, at first astounded by the apparent gap between policymaking reality and reflections upon it, soon detects a rather pragmatic approach to shaping regulatory agendas. But are there limits to expediency?     

Mehrwertsteuererhöhung: Keine nachhaltige Konsolidierung

Ohne Zusammenfassung     

Warum Vertrauen wichtig ist — Der ökonomische Blickwinkel

Die Finanzkrise hat die ?ffentliche Aufmerksamkeit auf eine der Grundstützen des marktwirtschaftlichen Systems gerichtet: das Vertrauen der Marktteilnehmer untereinander. Friedrich L. Sell und Marcus Wiens erl?utern die verschiedenen Sph?ren des Vertrauens (Zweierbeziehung, Gruppe, gesamte Gesellschaft), welche Risiken mit dem Vertrauen verbunden sind und wie diese überwunden werden k?nnen.     

The PEARL Model: Gaining Competitive Advantage Through Sustainable Development

This article formulates institutional virtues according to sustainable development (SD) criteria to come up with a paradigmatic set of corporate principles. It aims to answer how a corporation might obtain competitive advantage by combining “going ethical” with “going green.” On the one hand, it brings out facts that indicate a forthcoming trend inclined to force relevant actors to comply with SD requirements. On the other hand, it suggests that SD may be implemented as a strategy to gain competitive advantage by the help of the PEARL model through its five fundaments: (1) perception friendliness, (2) environment friendliness, (3) action, (4) relationship, and (5) locality. This article finally shows that although a number of companies (e.g., Bosch, BP, and GE) implement SD as a tool of differentiation, they lack a holistic model that is fully responsive to current dynamics. The PEARL may be implemented as a proactive positioning to gain competitive advantage because transformation of this model into corporate strategy does not only respond to “stakeholder” claims, but also meets the changing characteristic of “societal demands.”     

Strategy Development: Conceptual Framework on Corporate Social Responsibility

Corporate social responsibility (CSR) and its action-oriented offspring Corporate Citizenship (CC) currently trigger an intensifying debate on ethics, role and behavior of companies within civil society. For companies, CSR raises the question of what may be the “good reason(s)” for acting responsible towards its members, customers or society. In order to answer this question, we face the debate on CSR and its strategic engagement drivers on the levels of corporate culture, social innovation, and civil society. In this article, we provide a conceptual framework based on the analytic distinction of legitimation and sensemaking. The conceptual framework developed in this article can serve as a basis to develop a company’s CSR strategy. It provides measures and instruments to make complex CSR processes more visible and manageable.