Der Ausbau der Hochschulen muss zügig kommen

Die Bedeutung des Humankapitals für das künftige Wirtschaftswachstum ist allgemein anerkannt. Gleichzeitig sto?en steigende Studienanf?ngerzahlen auf knappe Bildungsbudgets in den Bundesl?ndern. Wie wird sich die Zahl der Studienanf?nger bis 2020 entwickeln? Wird es eine entsprechende Nachfrage nach Hochschulabsolventen geben? Welcher Kapazit?tsaufbau ist an den Hochschulen erforderlich und was wird er kosten?     

Unified structural adjustment policy in Europe?

Low growth and high unemployment have induced the European Union (EU) to outline an economic programme in which long-term effective growth and structural policy measures play a central role. Simultaneously, the German government adopted an “action programme aiming at more growth and employment”, in which the efforts on the EU level play hardly any role. Is international coordination of growth and structural adjustment policy legitimated from an economic point of view or is competition between national policies more efficient?     

The Sustainability Balanced Scorecard – linking sustainability management to business strategy

The Balanced Scorecard of Kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non‐financial corporate activities with causal chains to the firm's long‐term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non‐monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting‐point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment.     

Customer service as a marketing strategy

Customer service in distribution is increasingly becoming a requirement for an integral part of marketing strategies for physical distribution. Customer services, many of which herefore were considered ancillary in allowing shippers and other transportation users to differentiate product/service offerings, are now necessary in order to compete successfully in the marketplace. This trend should gain considerable momentum as prices become higher and use of discretionary prices decreases. Therefore, it is imperative for marketing and distribution managers to accurately appraise and reevaluate the role of customer services.     

The ‘new’ donor: creation or evolution?

The unusual mass of financial capital produced in the late 20th century, complemented by the creative thinking of innovative philanthropists, engendered new ideas for philanthropy. An entrepreneurial focus, greater emphasis on partnerships among business, government and nonprofit sectors, and new wealth as well as new social innovation dramatically affected the philanthropic scene — and therefore nonprofit organisations and fundraising. A publication extolling venture philanthropy stated, ‘Philanthropy may be on the cusp of the greatest revolution in the nonprofit sector since Congress granted tax‐exempt status in 1954’.[Morino Institute (2001) ‘2001 Venture Philanthropy: The Changing Landscape’, prepared for the Morino Institute and Venture Philanthropy Partners, Inc., by Community Wealth Ventures, Inc.] This paper defines the terminology that identifies the new donor, describes new roles and practices in philanthropy, and looks at how the new donor fits into a comprehensive fundraising programme. New approaches to philanthropy versus traditional philanthropy are considered, including whether or not these approaches are actually new or represent an evolution in giving. Futureprojectionsarediscussedaswellascaveats regarding the maintenance of balance between what is tried and true and what is a trend. Copyright © 2002 Henry Stewart Publications