Generationswechsel im Management ost- und westdeutscher Unternehmen

Currently, in the top-management of German enterprises a generational shift is taking place. The paper looks at the consequences of this change concerning the future of the ‘German model of capitalism’. Are the managers of the new generation still holding on to the traditional German management culture or are they orienting themselves more strongly towards the US-American shareholder-value model? In order to clarify this question, the existing empirical results of management research are systematically evaluated. According to the results of this analysis we are not going to face a far-reaching Americanization of the management culture. However, under the pressure of globalization a significant differentiation between management culture in large enterprises on the one hand and management culture in small and medium-sized enterprises on the other hand occurs. While managers of large enterprises adopt elements of the American management model to a great degree, German management seems to become even more accentuated in the culture of small and medium-sized enterprises. In the context of this recent development existing differences between the management in Eastern and Western German enterprises dissolve along with the alternation of generations.     

Dairy Farm Survival in a Metropolitan Area: Dutchess County,New York, 1984–19901

Abstract The effect of nonfarm development on dairy farm survival in New York's highly developed lower Hudson Valley is analyzed. The major hypothesis is that significant losses of dairy farms during this period are the result of urban development pressures. Contrary to this hypothesis, however, the bivariate and multivariate analyses of data from a mail survey of all commercial dairy operators in Dutchess County as of 1984 and industry survivors, exiters, and new entrants through 1990 demonstrate that nonfarm development has a negligible effect on dairy farm survival; rather, survival is significantly affected by age of operator and by family disruption. Thus, demographic and family process factors are found to be more powerful determinants of dairy farm survival in this particular metropolitan context.     

On a Dualization of Graphical Gaussian Models: A Correction Note

Abstract.  We correct two proofs concerning Markov properties for graphs representing marginal independence relations.     

Perceptions of and Responses to Stigma

In the last 10 years, interest in the concept of stigma has grown remarkably throughout the social sciences. Today, stigma is an important topic that bridges many disciplines, including sociology, psychology, social psychology, and public health. This literature review primarily addresses perceptions of and responses to stigma from the insider's or target's perspective. The topics examined in this review include the following: defining stigma, public opinion and attitudes toward the stigmatized, measurement of perceptions of stigma and discrimination, the coping strategies employed by stigmatized persons to deal with stigma, the impact of stigma in terms of psychological and behavioral outcomes, explanations of coping strategies and outcomes, and strategies and interventions to reduce stigma. As many of the concerns faced by stigmatized persons are universal, what has been learned in research about one stigmatized group can provide insight into another. Promising directions for future stigma-related research are identified and discussed.     

Wer das Stabilisieren vergisst: Warum eine schöne Abschlusspräsentation noch kein gutes Ende bedeutet

Many organizational change projects fail — despite a well thought out concept, professional project management and a binding implementation timetable. The reason why the expected success doesn’t materialize often lies with the missing maintenance. Once the project is officially completed and the client and project manager withdraw, the manner in which the organization will take up these changes is seldom systematically dealt with. Difficulties often arise when no discrete stabilizing measures are planned. We have derived four central action areas which will be clarified by way of practical examples. It will also be shown what is important to pay attention to in the stabilization phase so that a lasting success of the organizational change project can be ensured.