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Zeppelin University is a prestigious and highly selective private research university located at Lake Constance in Friedrichshafen, Germany. The university was established in 2003 and is known for its avant-garde character as well as for a sophisticated selection. From the beginning it has been continuously ranked amongst the top 10 German universities. Wikipedia.

The global financial crisis of 2007 turned into a sovereign debt crisis that placed the economies within the EU in jeopardy. Despite hastily decided rescue packages, bailouts and far-reaching reforms of economic governance in the EU the situation still looks grim in some Southern member states. In the course of these rescue attempts technocratic decision making at the European level and within the most crisis-ridden countries became more influential. Instead of rethinking the economic system, political accountability shifted from citizens to markets in order to 'fix the system'. The knowledge base informing political decision making remained largely intact, allowing a dominant, international advocacy coalition to impose reforms deemed 'necessary'. The price to pay is a decline in trust in elected representatives and the threat to fall back behind even Schumpeterian-style democracies. © 2015 University of Durham and John Wiley & Sons, Ltd.

Koners U.,Zeppelin University
Journal of Product Innovation Management | Year: 2011

New product development (NPD) is a complex activity that is dependent on knowledge and learning. Much of the knowledge generated in NPD is tacit; it is difficult to express, connected with problem solving, and dependent on the interactions within teams. Post-project reviews (PPRs) are recognized as a highly effective mechanism for stimulating learning in NPD teams but, surprisingly, neither the typical "lessons learnt" that emerge from PPRs nor the role of tacit knowledge in NPD learning have previously been studied. To address this gap, five in-depth case studies were conducted at leading German companies. Three main sources of data were used: interviews with experienced NPD personnel using repertory grid technique, inspection of company process and project documentation, and observations of PPR discussions. Systematic coding of the qualitative data was conducted by two researchers working in parallel and verified through checks involving independent researchers. The coding process identified the lessons learnt and also the usage of metaphors and stories (which signifies tacit knowledge generation). The lessons that NPD personnel perceive to be the most important were identified from the repertory grid data. These included: knowing how to deal with project budgets, solving technical problems, meeting schedules, resource management, and managing organizational complexity. Four lessons learnt appear to be particularly closely linked to tacit knowledge: dealing with project budgets, problem solving, coping with time schedules, and coping with changes in product specifications. Data triangulation showed that the five companies did not capture many lessons in their reports on PPRs. In addition, it appears that the learning that was related to tacit knowledge was not captured for dissemination. Although the results from our exploratory sample cannot be generalized, there are some important implications. The results indicate that R&D managers should capitalize on the tacit knowledge within their organizations through mentoring (to transfer the lessons that are most closely linked to tacit knowledge), and encouraging the use of metaphors and stories to transfer key NPD knowledge. Future research needs to verify the results using a larger sample, focus on how NPD professionals learn, and identify the mechanisms that facilitate the transfer of tacit knowledge and project-to-project learning. Tacit knowledge is a popular management concept but one that is poorly understood, as empirical evidence to demonstrate the validity of the theoretical concepts is sadly lacking. This provides a unique opportunity for NPD scholars-they have the ideal arena in which a deeper understanding of tacit knowledge can be generated. © 2011 Product Development & Management Association.

Hofmann K.H.,Zeppelin University | Theyel G.,University of Cambridge | Wood C.H.,University of New Hampshire
Business Strategy and the Environment | Year: 2012

Firms increasingly need to consider environmental issues as a result of stricter governmental regulation and due to growing pressures from a broad range of stakeholders. The literature on environmental management is vast but not much is known about firm-specific capabilities that facilitate the adoption of environmental practices and environmental collaboration. Drawing on the dynamic capabilities literature, this study identifies the adoption of advanced technology, experiences with inter-firm relations and capacity for product innovation as three capabilities that support firms' efforts to become 'greener'. Descriptive statistics portray the diffusion of the related management practices among 294 small and medium-sized manufacturers from the United States. Based on regression analysis, the authors provide evidence for a relationship between the underlying capabilities and environmental management practices. Consequently, the results point to additional benefits of known strategic capabilities and suggest how firms should approach sustainability initiatives by developing certain competencies first. © 2012 John Wiley & Sons, Ltd and ERP Environment.

How can scientists acquire an adequate level of knowledge on phenomena whose actors actively conceal their activities? Social phenomena such as terrorism, sects, corruption, Mafia organizations, drug dealers, or government intelligence agencies actively guard their secrecy, conceal their activities, decide who is allowed (not) to know, and have no interest in being observed or understood by others. The article discusses the consequences of researching difficult-access problems for doing multi-method research. In an ideal-typical approach, we distinguish between social problems that can be easily accessed and those that are difficult to access or non-accessible. To distinguish the two, we define characteristics that eventually lead to the conclusion that scientific inquiry that follows the conventional paradigm of professionalism, transparency, and replicable research reaches its limits when confronted with the active resistance of phenomena that do not like to be observed, understood, or critically approached. From this flows, the necessity to think about interdisciplinary, collaborative, and investigative modes of research that come with various prices. © 2012 Springer Science+Business Media, LLC.

Enkel E.,Zeppelin University
International Journal of Technology Management | Year: 2010

When individuals act in open innovation networks, their attributes are specifically crucial in respect of their success or failure to profit from the network. The empirical background of this research was a 16-month investigation of EURADOS, the successful European network for research on radiation dosimetry. EURADOS presently consists of almost 200 members from 52 European institutions in 31 countries. Not all EURADOS members profit equally from its open innovation network. Structural equation modelling provided an answer regarding the personal and organisational attributes that are required to profit from the network in terms of an increase in innovativeness, a reduction in costs and a better fulfilment of tasks in the home organisation. The attributes openness and the possibility to contribute influence the value that individuals derive from open innovation networks equally. Copyright © 2010 Inderscience Enterprises Ltd.

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