Antecedents to Decision‐Making Quality and Agility in Innovation Portfolio Management

Innovation portfolio management (IPM) is a dynamic decision‐making process, in which projects are evaluated and selected, and resources are allocated. Previous research has developed an understanding of IPM success and its influencing factors. However, little research investigated the quality of the decision‐making process and the ability to quickly adapt the portfolio. This study focuses on the antecedents of decision‐making quality and agility (i.e., responsiveness to changes in the environment). Based on a decision‐making framework, five structural and cultural IPM components are derived as important antecedents of decision‐making quality, which in turn influences agility. The structural components (1) clarity of strategic goals, (2) formality of the IPM processes, and (3) controlling intensity serve a coordinating function. The cultural components (4) innovation climate and (5) risk climate serve a motivating function in IPM. An analysis of a sample of 179 firms and their innovation portfolios through structural equation modeling using a double‐informant design documents that these five components all positively influence portfolio decision‐making quality, which in turn positively influences agility. Results further show that environmental turbulence moderates some of these relationships. While the positive effect of process formality is weakened under increasing turbulence, the effects of controlling intensity and climate for innovation are strengthened by environmental turbulence. The findings have theoretical implications for the understanding of IPM as a dynamic capability and practical implications for the management of portfolios in turbulent environments.     

Verteilungsaspekte einer Harmonisierung der europäischen Klimaschutzmaßnahmen

The ongoing harmonisation of the European energy sector has led to gains from growth and increasing efficiencies by creating a common European internal market. However, there are new tendencies running against harmonisation in recent years, currently for example in the area of climate protection and the associated expansion of renewable energies. In addition to the role of national targets for climate protection in combination with a European emissions trading system, carrying out the related measures leads to distributional effects, both between countries and between stakeholders (e. g., producers and consumers) in these countries. We first analyse the impact of a non-harmonised national promotion schemes for renewable energies on electricity and CO₂ prices in different countries. Then we illustrate the impact of harmonisation measures on producers and consumers in the participating countries. The analysis shows that these measures are indeed economically beneficial, but that—depending on the actual configuration—they can also lead to disadvantages for individual actors. Analysing and discussing these effects leads to a better assessment of the impact of certain measures and enables a better classification of individual market participants’ responses and opinions.     

Numerical and analytical results for the transportation problem of Monge-Kantorovich

The Monge-Kantorovich transportation problem has a long and interesting history and has found a great variety of applications (see Rachev and Rüschendorf (1998a,b)). Some interesting characterizations of optimal solutions to the transportation problem (resp. coupling problems) have been found recently. For the squared distance and discrete distributions they relate optimal solutions to generalized Voronoi diagrams. Numerically we investigate the dependence of optimal couplings on variations of the coupling function. Numerical results confirm also a conjecture on optimal couplings in the one-dimensional case for nonconvex coupling functions. A proof of this conjecture is given under some technical conditions. Received: November 1999     

Forecast-error-based estimation of forecast uncertainty when the horizon is increased

Past forecast errors are employed frequently in the estimation of the unconditional forecast uncertainty, and several institutions have increased their forecast horizons in recent times. This work addresses the question of how forecast-error-based estimation can be performed if there are very few errors available for the new forecast horizons. It extends the results of Knüppel (2014) in order to relax the condition on the data structure that is required for the SUR estimator to be independent of unknown quantities. It turns out that the SUR estimator of the forecast uncertainty, which estimates the forecast uncertainty for all horizons jointly, tends to deliver large efficiency gains relative to the OLS estimator (i.e., the sample mean of the squared forecast errors for each individual horizon) in the case of increased forecast horizons. The SUR estimator is applied to the forecast errors of the Bank of England, the US Survey of Professional Forecasters, and the FOMC.     

The history of business administration and management education in the two Germanies - a comparative approach

Most analyses of the evolution of pay strategies in the last decade emphasize the macro–level components of changes, e. g. government policies, the crisis of tripartite negotiation. Yet more than a ‘push’ from the centre, we are witnessing a ‘pull’ from the periphery, the world of companies and management. New pay policies, both collective and individual, seem especially geared towards increase–ing the effectiveness of wages as a means of fostering employee motivation hence leading to a greater relevance of the company level and more differentiation in pay in response to segmented company labour markets.     

Management and employee involvement in achieving an environmental action-based competitive advantage: an empirical study

The objective of this work is to conduct an empirical study that shows whether certain management and human resource factors influence the achievement of an environmental action-based competitive advantage in a company. To this end, we have taken a sample of 110 factories. Management's deep involvement and its strategic integration, as well as employee motivation and participation, have a positive impact on the achievement of an environmental action-based competitive advantage in a company.