Das OR schreibt «grösseren Unternehmen» einen Lagebericht als gesonderten Bestandteil des Geschäftsberichts vor. Eine Untersuchung der im Swiss Reporting Standard der SIX gelisteten Unternehmen zeigt: Der einschlägige OR-Artikel erweist sich als «Papiertiger».
We present a new strategy for the direct optimization of the values of policy functions. This approach is particularly well suited to model actors with a global perspective on the system and relies heavily on modern mathematical white-box optimization methods. We demonstrate our strategy on two classical models: market growth and World2. Each model is first transformed into an optimization problem by defining how the actor can influence the models’ dynamics and by choosing objective functions to measure improvements. To improve comparability between different runs, we also introduce a comparison measure for possible interventions. We solve the optimization problems, discuss the resulting policies and compare them to the existing results from the literature. In particular, we present a run of the World2 model which significantly improves the published “towards a global equilibrium” run with equal cost of intervention.
Since the 1990s, research on publication outputs in business and economics has almost exclusively focused on journal articles. While earlier work has shown that journal articles and other publications were indeed complements in the 70s and 80s, we find that this is no longer the case when we include the most recent decades. Apparently, the notable shift in the scientific community’s attention in the 90s on journal articles and the corresponding incentives towards publications in internationally highly ranked journals on average led researchers to focus one-sidedly on journal publications at the expense of other publication forms. To see whether the aggregate result also holds for individual researchers, we perform a cluster analysis and find four different types of individual researchers: “Journal Specialists”, “Book-Based Publishers”, a small group of “Highly Productive All-round Publishers” and a large group of what we call “Inconspicuous” researchers, with a very modest publication productivity in all forms. In addition, we find that researchers’ age matters for their publication patterns: in our sample, more experienced researchers are less productive with respect to journal articles, but more productive with respect to other publication forms. This, however, is not the result of an individual career effect. Rather, it can be attributed to a cohort effect: among today’s active researchers, the younger cohorts are more productive in journal articles than the older ones. Our explanation is as follows: the younger cohorts were still in their socialization and hiring phase and were more strongly affected by the newly introduced incentives towards international journal publications—and have thus reacted more strongly to the “regime change” resulting from the scientific community’s one-sided attention to publications in internationally highly ranked journals.
Hospitals provide highly sophisticated services, but they are largely
steered by means of simplistic management models, which do not match the complexities faced by these organizations. The design of management models in hospitals and public organizations at large shows a bend toward reductionism. The reductionism of these models is rooted in their short-termism, and in the myopia of their designers. The purpose of our contribution is to draft a path by which steering
approaches can be developed, which are more effective in coping with organizational complexity than the short-termist, reductionist management models often in use. Using a generic model, we demonstrate that conventional approaches to steering entail unintended side effects leading to counterproductive system behaviors
and to results inferior to those coming from no steering at all. We suggest how more sophisticated steering models can be designed to induce desirable modes of system behavior.
Building on Meynhardt’s public value concept, which has been developed to make transparent an organization’s contributions to the common good, we investigate the influence of organizational common good practices in the perceptions of employees (measured as public value) on employees’ work attitudes and life satisfaction. The proposed model is tested on a sample of 1045 Swiss employees taken from the 2015 Swiss Public Value Atlas data-set. Study findings reveal that organizational public value is positively related to employee life satisfaction, and that this relationship is partially mediated by work engagement and organizational citizenship behavior. Further, we show that employee common good orientations strengthen the positive impact of organizational public value on employee work engagement and organizational citizenship behavior. Results also provide evidence that the indirect effects of organizational public value on employee life satisfaction via work engagement and organizational citizenship behavior are stronger at higher employee common good orientation levels.
Cet article présente la démarche, et les premiers retours d’expérience, d’une recherche destinée à susciter les réflexions et les réactions de différents types d’acteurs sur les transformations futures de leur territoire de vie. La démarche se décompose en deux temps, tout d’abord, réalisation de différents scénarios de changements de l’occupation du sol, avec, associée à chacun d’eux, une représentation paysagère en 3D. Puis, travail en petit groupe dans un atelier participatif. La réflexion collective partagée porte sur les représentations paysagères en 3D des transformations de l’espace, choisies, testées, par les participants, à partir d’une application conçue à cet effet. Le territoire d’étude, situé sur le littoral des Alpes-Maritimes, est un territoire très menacé par l’urbanisation diffuse galopante.
