Interne und externe Coachings in Unternehmen

When organizations employ coaching as an instrument for personnel development, the question arises whether they should opt to engage internal or external consultants. In a first step, this article identifies the characteristics of internal and external coaches by means of a series of criteria. It then goes on to discuss the factors which influence the suitability of choice between an internal or external coach at the level of the organization, in terms of the coachee and in terms of the coach. It becomes apparent that there is a situational consideration of the advantages and disadvantages. The article concludes with an actual example which demonstrates possibilities to combine the advantages of internal and external coaching.     

Functional Upgrading and Value Capture of Multinational Subsidiaries

This paper investigates the relationship between the value capture of multinational subsidiaries and functional upgrading, which is defined as a diversification of employment from primary business functions to higher value adding activities such as ICT, R&D, marketing or logistics. By combining survey-based business function indicators with longitudinal accounting data for a representative sample of multinational subsidiaries located in six Central and Eastern European countries (CEECs), we assess the impact of functional upgrading on foreign subsidiaries' value capture. The results provide robust evidence that the breadth as well as the scope of functional upgrading induces an upward shift of subsidiaries' value added. The effect of functional upgrading is stronger in the earlier phases after entry of the foreign investor, while the long-term growth trend remains unaffected.     

Intensity, timeliness, and success of incumbent response to technological discontinuities: a synthesis and empirical investigation

The extant literature highlights numerous different factors influencing the timeliness and intensity of incumbent response to discontinuous technological change. However, this literature has so far not been synthesized and is therefore limited in its analytical, predictive, and normative power. We develop a comprehensive model of incumbent response that organizes different explanatory factors into the three distinct dimensions of (1) identification and interpretation, (2) decision making, and (3) organizational implementation. We also conceptualize how response intensity and timeliness affect business performance in new technological domains. We test the model against data from 320 firms from the German dental lab industry, finding substantial support for the majority of our hypotheses. This study offers unique empirical insight in observing that cognitive constructs such as framing and management flexibility have the strongest impact on both intensity and timeliness of incumbent response to technological, and thus, strategic discontinuities. Together, our findings have important implications for both theory and practice.     

Strukturelle Kränkungen als Thema im Coaching

In this article hurts in the workplace are discussed, which are not aggressions of one person against another person. Rather they are effects of structural conditions in organizations or effects of legal processes in societies. The author presents three case studies with examples of such hurts and she postulates, that the Coach has to reflect political conditions in his work.     

20 years of Bologna - a story of success,a story of failure

The Bologna Process is a unique harmonisation process taking place outside the policy-making framework of the European Union. It aims at enhancing the comparability and compatibility of higher education structures and degrees across Europe, as well as to institutionalise quality assurance mechanisms. The aim of this article is to provide a condensed, up-to-date overview of the Bologna Process with regard to structural characteristics, before embedding it into a discussion on processes on voluntary policy convergence and to which extent we should be able to find this kind of policy harmonisation in the realm of the Bologna Process. Related to this are questions why this, in principle, completely voluntary process of policy harmonisation, has appealed to so many countries and why they might or might not feel committed to the implementation of its policies and tools.     

Effects of Leadership Style,Creativity Technique and Personal Initiative on Employee Creativity

Transformational leadership is assumed to enhance employees' creativity. However, results of meta‐analytic research on the relations between transformational leadership and creativity have fallen short of expectations. The authors argue that, besides leadership style, the creativity technique that a leader employs is an important means of stimulating employees' creativity. In addition, it is assumed that leadership styles and creativity techniques may have different effects, depending on the measure of creativity output (quantitative vs qualitative). Therefore, in an experimental setting, the effects of different creativity techniques (provocation technique vs brainwriting) and leadership styles (transformational vs transactional) on both quantitative and qualitative creativity were examined. Results showed that transformational leadership and provocation technique led to higher levels of qualitative creativity than transactional leadership and brainwriting, respectively. Conversely, transactional leadership and brainwriting were more effective for quantitative creativity. The additional benefit of the provocation technique in qualitative creativity was found to be higher in the transactional leadership condition than in the transformational leadership condition. Moreover, personal initiative made a significant and independent contribution to both qualitative and quantitative creativity. Implications for practice and future research are discussed.     

Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis

Managers and supervisors are thought to affect their followers' attitudes and behaviour. Within leadership research, behaviour of leaders and managers is usually considered as the independent variable whilst followers' reactions are considered the dependent variable. In this study, we reverse this order and investigate the degree to which the evaluation of leadership is a result of followers' perceptions and attributions. In order to corroborate and extend previous experimental research, a field study was conducted to analyse the influence of followers' personality and perceived leader personality on followers' perception of leadership within an organizational setting. The results provide further evidence that followers' personality influences the perception of transformational leadership and commitment to the supervisor. Moreover, the perception of leaders' personality was related to the perception of leadership and commitment to the supervisor. The finding that the perception of supervisors' personality mediates both the relationship between followers' personality and the perception of leadership and commitment provides support for the similarity hypothesis. Results are discussed in the light of feedback and leader development.     

Die Bedeutung der Zinsschranke

The German Corporate Tax Reform Act of 2008 requires an adjustment of classic valuation concepts because it limits interest deduction from taxable income depending on the operating performance of the company. By using time- and state-contingent discount rates in a risk-neutral valuation with predetermined debt levels, a theoretically sound valuation result is obtained. However, a modified APV-concept which assumes deterministic debt over the planning horizon and constant leverage in the terminal value phase also yields consistent valuation results when two types of tax shields with different levels of risk are distinguished.