330 Wirtschaft
Refine
Document Type
- Article (20) (remove)
Institute
Has Fulltext
- yes (20)
Is part of the Bibliography
- yes (20)
Keywords
- energy policy (5)
- corporate social responsibility (4)
- fracking (4)
- energy (2)
- Asia (1)
- Bank (1)
- Belgium (1)
- Benelux (1)
- Bulgaria (1)
- Cuadrilla Resources (1)
Das Aufkommen von netzzentrischen Lösungen, verbunden mit Mobilität, mehr Rechenleistung und zunehmender Datenmenge, hat eine Reihe von Entwicklungen zur Folge, die die Rolle von IT-Organisationen dauerhaft verändern. In [1] haben wir eine New School of IT beschrieben, die erste Antworten auf die Herausforderungen an IT-Organisationen bietet. Zehn Jahre nach der ersten Formulierung des Begriffes sind durch Cloud Native Computing oder künstliche Intelligenz bereits konkrete Meilensteine in der New School of IT erreicht, es bleiben aber auch eine Reihe von offenen Herausforderungen an Methodenkompetenz und Ausbildung. Wir fassen im Folgenden den Stand der Dinge zusammen.
Background: Combined transport chains (such as intermodal transport), have certain advantages. The main advantage from customer points of view is the possibility to bundle freight and thereby decrease transport costs. On the other hand, a combined transport chain can cause longer transport times, due to the necessary transshipment processes.
Methods: The area around a terminal, in which a combined service has favourable properties to a customer in comparison to a direct transport, can be understood as a sales-area, in which a combined transport product is marketable. The aim of this paper was to find a method to determine the best shape and size of this area.
Results and conclusions: The paper at hand lined out a method in order to calculate such a sales area and determine which geographical points around a terminal have an advantage in comparison to a direct transport service.
For four long years and reasons well known, Greece was absent from the international bond market. Its reputation as a debtor destroyed, the little Eurozone member country was unable to finance itself like all modern states do: by selling bonds to international investors. Greece had to live off hand-outs from foreign governments and behind the shield of the European Central Bank. In the spring of 2014, however, Greece regained access to the bond markets – surprising in itself, but particularly because investor demand soared and Greece could have placed many more bonds than it did. This article analyses the causes and dynamics of this odd Odyssey. Based on document, media, and financial data reviews and expert interviewing, it evaluates the comeback of Greece and provides a brief outlook concerning the future of the country’s strategic position on the financial market. The author concludes that while Greece staged a successful comeback which was partly symbolic and theatrical, it is not yet back on track as a normal nation with mainstream public debt financing.
The coffee sector’s active engagement with sustainability issues appears to be a relatively new phenomenon. Even newer is the necessity to deal with recycling and waste. Next to the waste produced by the “coffee to go” mobile drinking culture and coffee bars, the popularity of coffee capsules – i.e. single-use containers made of metal or plastics – is creating mountains of waste unknown to the traditional method of brewing coffee. The pioneer in this premium coffee sector has been Nespresso, a subsidiary and brand of the Swiss company Nestlé. Many other companies – from discount retailers to big-brand coffee shop chains like Starbucks – have copied Nespresso’s machine-and-capsule concept, adding to both the popularity and the waste problem. Next to the problem of waste production, coffee companies are addressing the problem of ethical sourcing. A key but by no means the only element is sourcing via “fair trade” schemes. Assuming that finding answers to these sustainability challenges can have a crucial impact on future sales, this article sets out to explore coffee companies’ sustainability programmes, using the examples of Nespresso and Starbucks. It finds that both firms engage in rather similar activities, but some critical differences can be identified. Both firms have a successful record in ethical sourcing. But neither has yet developed convincing waste solutions. Nespresso’s insistence on using aluminium for its capsules remains a critical issue.
The textile industry has long been criticized for irresponsible and dangerous labour conditions in its global supply chain, particularly in very poor Asian countries like Bangladesh. The April 2013 collapse of the Rana Plaza building in Bangladesh came to be a catalyst for reaching an agreement with international labour unions: the Bangladesh Safety Accord was created. This article analyses the Accord, the involvement of European fashion companies such as Primark, H&M and Inditex, the connection with Corporate Social Responsibility (CSR) programmes, and the outlook for improved industry standards in manufacturing clothing.
Southwest Airlines, an American stock company head-quartered in Dallas, Texas, has been an early pioneer of “no-frills” airline services – some see Southwest as the mother of all low-cost carriers, developing a distinct business model. The iconic firm is also known for a unique corporate culture and management style. The “Southwest Way” is linked to key elements of corporate social responsibility (CSR) concepts, mirroring values. In the con-text of company strategy and a brief SWOT analysis, this paper analyzes and evaluates the firm’s CSR reporting in its 2011 “Southwest One” report. This report is judged on its communication style about work culture, business ethics, community investment and environmental impact of the airline.
Ich berichte über mein dreimonatiges Praktikum in der EU-Repräsentanz des Deutschen Sparkassen- und Girover-bandes in Brüssel. Vom Juni bis August 2012 lernte ich als Prak-tikantin das Arbeitsleben und die Abläufe in einer Interessenver-tretung kennen und einen sehr interessanten Einblick in finanz-marktpolitische Themen. Außerdem erhielt ich eine einzigartige und beeindruckende Einsicht in die Funktionsweise der Europäi-schen Union mit ihren Institutionen und Akteuren.
Sweden’s Hennes & Mauritz (operating as H&M) is one of the biggest multinational retail-clothing companies in the world. As a result of massive criticism from campaigning non-profit organizations and news media reports that blamed H&M for unfair and substandard working conditions in their ancillary industries, in 1997 the company began to develop a corporate social responsibility (CSR) program and a code of conduct. Today H&M has a wide-ranging, broadly integrated CSR pro-gram. As a part of its commitment, the company implemented a strategy to “Use Natural Resources Responsibly”. The use of organic cotton, which is understood as cotton grown without chemical pesticides or fertilizers, is one part of the strategy.
In 2010, the company was hit by a scandal. News media reported that large volumes of genetically modified cotton from India had been falsely put on the German market as organic cotton and affected various companies, among them H&M. The search for better monitoring, controls and safeguards was on so H&M could keep its promises. This article discusses the challenge and possible improvements and solutions to recognized problems, and evaluates the company’s actions so far. It concludes that H&M can be considered a role model for organic cotton use in textile processing. However, further steps can and should be taken for improved control and information, and better customer and stakeholder relations in the CSR framework.
Making soft drinks requires fresh water – lots of it, and not only for the bottled content but more for the industrial production process. Water sourcing has become a critical issue for The Coca-Cola Company, the world’s leading beverage manufacturer, particularly for its India subsidiary. Coca-Cola India has come under intense criticism for competing for ground water with agriculture and household use in water-deprived regions. For some ten years, its bottling plants have been accused of stealing water from surrounding villages. Evidence suggests the company has indeed been somewhat responsible for water shortages, and Indian courts have held the firm liable, even going so far as closing a plant and demanding millions of dollars in compensation for damages. Not only Coca-Cola India but also its parent, The Coca-Cola Company based in Atlanta, have recognized the water issue as a major social and environmental CSR challenge with the potential to harm the international reputation and the international brand. Coca-Cola has been investing in innovative technology to reduce its water use and is engaging in community outreach campaign to repair and im-prove its stakeholder relations. The article outlines the water dilemma and analyzes the firms’ global and local responses.