M Business Administration and Business Economics; Marketing; Accounting
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This work is intended to make it easier for companies to increase their dynamic capabilities in agile market environments. For this purpose, the areas of a company that are relevant for dynamic capabili-ties are presented and weighted in a clear model. In addition, a direction is proposed for the expansion of dynamic capabilities regarding the order in which the areas of a company should be considered.
The work is based on a literature analysis that provides an approach to bring together the various re-search approaches. For this purpose, the state of research on the topic of dynamic capabilities was developed using an extensive methodology and related to the value chain model according to Porter and the St. Gallen management model, two models valued in practice, in order to identify the relevant areas for dynamic capabilities. The research relates to a broad publication period and a large number of papers. In this way, the various development steps of Dynamic Capabilities over the years could be presented by means of a systematic analysis in which different approaches are summarized. Further-more, these areas were compared and evaluated in terms of relevance in three analysis steps. The findings of the analysis of many individual approaches were summarized in a new model and consider the entire corporate function.
Dieser Beitrag fasst den bisherigen Entwicklungsstand der Dynamic Capabilitiy Forschung systematisch zusammen und schafft ein Konzept zur Übertragbarkeit der Forschungsergebnisse in die praktische Anwendung. Es werden die für die dynamischen Fähigkeiten relevanten Bereiche eines Unternehmens in einem übersichtlichen Modell dargestellt und gewichtet. Darüber hinaus wird eine Richtung für den Ausbau der dynamischen Fähigkeiten vorgeschlagen, in welcher Reihenfolge die Bereiche eines Unternehmens berücksichtigt werden sollten.
Die Arbeit basiert auf einer systematischen Literaturanalyse, die einen Ansatz bietet, die verschiede-nen Forschungsansätze zusammenzuführen. Es wurden die Forschungsergebnisse zu Dynamic Cap-abilities mit dem Wertschöpfungskettenmodell nach Porter und dem St. Galler Managementmodell, zwei in der Praxis etablierte Ansätze, verknüpft, um die relevanten Handlungsfelder für Dynamic Cap-abilities zu identifizieren. Die Untersuchung bezieht sich auf einen breiten Publikationszeitraum und eine große Anzahl relevanter Veröffentlichungen. Durch die übergeordnete Betrachtungsanalyse wird der Beitrag den vielfältigen Forschungsströmungen zu Dynamic Capabilities gerecht. Auf dieser Basis wurde ein funktionaler Gestaltungsansatz für die Praxis entwickelt.
The purpose of this article is to analyze the specific success factors of start-ups and to examine their phase dependency. Based on a literature study, 13 start-up-specific success factors from three categories (founders, situational occurrence, strategy) are identified and examined for their influence and phase dependency. For this purpose, 54 employees of successful german start-ups are asked how strongly they assess the influence of the respective success factor and in which phase (pre-foundation, foundation, growth) it has the strongest effect. The results show that the hypotheses derived from the theory are confirmed to a very large extent by the study.
This paper gives an overview of the development of Fair Trade in six European countries: Austria, France, Germany, the Netherlands, Switzerland and the United Kingdom. After the description of the food retail industry and its market structures in these countries, the main European Fair Trade organizations are analyzed regarding their role within the Fair Trade system. The following part deals with the development of Fair Trade sales in general and with respect to the products coffee, tea, bananas, fruit juice and sugar. An overview of the main activities of national Fair Trade organizations, e.g. public relation activities, completes the analysis. This study shows the enormous upswing of Fair Trade during the last decade and the reasons for this development. Nevertheless, it comes to the conclusion that Fair Trade is still far away from being an essential part of the food retail industry in Europe.
This paper gives a practical approach to the area of business ethics, in particular to Corporate Social Responsibility (CSR), via analyzing how the retail chain REWE shows its commitment to its social responsibilities as defined by the four-part model of CSR. As Fairtrade offers one way for fulfilling social responsibilities, in particular the ethical and philanthropic responsibilities of CSR, REWE’s participation in selling Fairtrade products is analyzed. This analysis is conducted by applying the criteria for receiving the Fairtrade Award to REWE which allows drawing conclusions about REWE’s commitment to Fairtrade. Information for this assessment is taken from publicly available sources as well as from personal communication with the Fairtrade organization TransFair. The paper further gives an indication about the match between REWE’s communication – as the selling of Fairtrade products is communicated via REWE’s sustainability program – and REWE’s action concerning social responsibility, expressed by its commitment to Fairtrade. Implementing a sustainability program is one way for companies to exercise CSR and thus the analysis conducted concerning REWE’s commitment to Fairtrade is an attempt to answer the question whether companies’ communication about their CSR efforts matches their actions.