Eine integrative Theorie des Problemlösens in Gruppen II: Kognitive Grundoperationen und die Bearbeitung aufgabenbezogener Teilprobleme

This paper is the second paper in a three-part article series presenting an integrative theory of problem solving in groups on the basis of theory and research on group processes, problem solving and decision making. In the first paper of the series (Stempfle, 2004) basic recommendations for structuring problem solving processes in groups were established taking into account situational constraints. The focus was on aspects of group organization. Goal of the present paper is to discuss problem solving strategies in the work task area. A problem typology for work task sub-problems is proposed, wherein routine tasks, problems, puzzles and crisis situations are differentiated. It is hypothesized that the problem solving process of groups concerning arbitrary types of sub-problems can be described in terms of a complex sequence of five basic cognitive operations, namely information gathering, solution seeking, analysis, evaluation and decision. For the various sub-problems proposed, ideal problem solving strategies are proposed taking into account the need for action with regard to the sub-problem at hand and the resources available to the group. Problem solving strategies are stated in terms of sequences of the proposed basic cognitive operations.     

U.S. unionism and R&D investment: Evidence from a simple cross-country test

This paper implements Freeman’s suggestion that insights into the effect of U.S. unionism on R&D investment may be obtained by correlating U.S. union density by industry with R&D investment by industry in another country, here Germany.     

Introduction

Social Indicators Research -     

Essay: An Insight into Current German Research on Listening,as Exemplified by the Educational Project “GanzOhrSein”

The article gives us an exemplary insight into research in Germany that deals directly or indirectly with aspects of listening. The reader is given a clear picture of the Munich university project GanzOhrSein aimed at promoting listening skills in schools. The educational value of listening is initially derived from research findings and the model course of action to promote listening skills is explained via the cultural potential. The findings of the accompanying research clearly show that the diverse ways of promoting listening ability that have been developed and tested, do broaden the hearing and listening habits of the children and teachers participating in the project, and do facilitate listening conditions in lessons. The article will also demonstrate what researchers and everyday school practice can gain from this project, and how the institutionalisation of the promotion of listening can benefit.     

Do service-oriented IT architectures facilitate business process outsourcing?

How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits.