Schweinitz A.,Leipzig Graduate School of Management
International Conference on the European Energy Market, EEM | Year: 2015
This article focuses on how to ensure resource adequacy in Germany during the transition period away from a conventional towards a renewable based electricity supply system. Sufficient thermal capacity is currently in place, as the market has not seen a full investment cycle since the liberalization in the late 1990s. Renewable production is subsidized with a feed-in tariff reducing running hours of thermal plants significantly. Power plant owners are not responsible for resource adequacy and only keep profitable capacity available. Thermal plants are still required to balance demand and the fluctuating renewable supply. The author formulates a self-selective quantity based capacity market as safety net, which supports the ambitious climate protection targets and ensures resource adequacy. This is achieved by preferring thermal capacity with low carbon dioxide emissions and high load gradients, while assigning accruing costs on a costs-by-cause principle to the non-steerable renewables. © 2015 IEEE.
Dauth T.,Leipzig Graduate School of Management |
Tomczak A.,DREBERIS GmbH
Journal for East European Management Studies | Year: 2016
For most Polish firms, doing business across borders is very common. In order to identify whether the firms’ internationalization is reflected by the internationalization of their upper echelons, we conduct a descriptive study on top managers of firms listed at the Polish stock exchange. We apply a holistic approach to measuring board internationalization by taking into account multiple dimensions (e.g., nationality, international education, international work experience, foreign language skills). Our results show that the average level of top management internationalization in Polish firms is relatively low and barely corresponds with the firms’ international business activities. © Rainer Hampp Verlag.
Stach J.,Leipzig Graduate School of Management
Journal of Brand Management | Year: 2015
Companies wishing to engage in multisensory marketing by adding previously unused sensory modalities to their brands need to ask how their brand identity translates into these unoccupied modalities. Identifying brand identity congruent sensory modalities in a unisensory fashion is not helpful as multisensory interaction effects change their meaning. Furthermore, existing sensory evaluation techniques do not meet the requirements of marketing managers to serve this purpose. This article addresses this gap by first analysing a multisensory marketing strategy of adding previously unused sensory modalities to an existing brand. Theory supports this strategy, because it enhances the recognition, evaluation and memory of the brand and lets the brand profit from multisensory enhancement. Paramount for this strategy to work is to guarantee the congruency between the newly added sensory modalities with the existing ones of the brand and the brand personality. Therefore, as a second goal, this article proposes a conceptual framework to assess the congruency of sensory modalities in a multisensory semantic context. A three-step process is presented that draws on evaluation techniques used to assess congruency in psychology and the sensory evaluation of food. © 2015 Macmillan Publishers Ltd.
Von Eiff W.,Leipzig Graduate School of Management
Advances in Health Care Management | Year: 2015
Purpose-Hospitals worldwide are facing the same opportunities and threats: the demographics of an aging population; steady increases in chronic diseases and severe illnesses; and a steadily increasing demand for medical services with more intensive treatment for multi-morbid patients. Additionally, patients are becoming more demanding. They expect high quality medicine within a dignity-driven and painless healing environment. The severe financial pressures thatthese developments entail oblige care providers to more and more cost-containment and to apply process reengineering, as well as continuous performance improvement measures, so as to achieve future financial sustainability. At the same time, regulators are calling for improved patient outcomes. Benchmarking and best practice management are successfully proven performance improvement tools for enabling hospitals to achieve a higher level of clinical output quality, enhanced patient satisfaction, and care delivery capability, while simultaneously containing and reducing costs. Approach-This chapter aims to clarify what benchmarking is and what it is not. Furthermore, it is stated that benchmarking is a powerful managerial tool for improving decision-making processes that can contribute to the above-mentioned improvement measures in health care delivery. The benchmarking approach described in this chapter is oriented toward the philosophy of an input-output model and is explained based on practical international examples from different industries in various countries. Findings-Benchmarking is not a project with a defined start and end point, but a continuous initiative of comparing key performance indicators, process structures, and best practices from best-in-class companies inside and outside industry. Benchmarking is an ongoing process of measuring and searching for best-in-class performance: • Measure yourself with yourself over time against key performance indicators • Measure yourself against others • Identify best practices • Equal or exceed this best practice in your institution • Focus on simple and effective ways to implement solutions Comparing only figures, such as average length of stay, costs of procedures, infection rates, or out-of-stock rates, can lead easily to wrong conclusions and decision making with often-disastrous consequences. Just looking at figures and ratios is not the basis for detecting potential excellence. It is necessary to look beyond the numbers to understand how processes work and contribute to best-in-class results. Best practices from even quite different industries can enable hospitals to leapfrog results in patient orientation, clinical excellence, and cost-effectiveness. Originality/value-Despite common benchmarking approaches, it is pointed out that a comparison without "looking behind the figures" (what it means to be familiar with the process structure, process dynamic and drivers, process institutions/rules and process-related incentive components) will be extremely limited referring to reliability and quality of findings. In order to demonstrate transferability of benchmarking results between different industries practical examples from health care, automotive, and hotel service have been selected. Additionally, it is depicted that international comparisons between hospitals providing medical services in different health care systems do have a great potential for achieving leapfrog results in medical quality, organization of service provision, effective work structures, purchasing and logistics processes, or management, etc. © 2015 by Emerald Group Publishing Limited.
Casajus A.,Bielefeld University |
Casajus A.,Leipzig Graduate School of Management |
Casajus A.,University of Leipzig
Theory and Decision | Year: 2011
We revisit the characterization of the Shapley value by van den Brink (Int J Game Theory, 2001, 30:309-319) via efficiency, the Null player axiom, and some fairness axiom. In particular, we show that this characterization also works within certain classes of TU games, including the classes of superadditive and of convex games. Further, we advocate some differential version of the marginality axiom (Young, Int J Game Theory, 1985, 14: 65-72), which turns out to be equivalent to the van den Brink fairness axiom on large classes of games. © Springer Science+Business Media, LLC. 2009.