infonet-economy

Föhse, Kathrin:
Energiestrategie 2050: Rechtliche Neuerungen - Sicht der Wissenschaft.
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Föhse, Kathrin:
Umsetzung der Energiestrategie 2050: Zentrale Punkte und Knacknüsse für Elektrizitätsversorgungsunternehmen.
[Conference or Workshop Item]

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Föhse, Martin:
Der Revisionsentwurf zum StromVG aus rechtlicher Sicht.
[Conference or Workshop Item]

Müller, Lukas
(2018)
Der Bitcoin- und Blockchain-Goldrausch.
Aktuelle Juristische Praxis,
26
(5).
680-681.
ISSN 1660-3362

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This study investigates individual managers’ formation of psychic distance perceptions to foreign countries. Adopting a social psychological perspective, we propose three social-cognitive mechanisms - social comparison, mere exposure, and social learning - to help explain why and how country- and individual-level characteristics affect the formation of such perceptions. Based on an international survey of 1,591 managers located in 25 countries, we find that country-specific international experience, formal education, and a match between a managers’ first language and the language of the target country reduce psychic distance perceptions. Surprisingly, and in contrast to conventional wisdom, managers’ international and overall work experiences do not seem to have any effect on their distance perceptions. However, relative to country-level factors, individual-level antecedents seem to have rather limited explanatory power as predictors of overall psychic distance perceptions, lending support to the widely-employed practice of operationalizing psychic distances through country level indicators. In addition to these empirical findings, the study contributes by providing a theoretical social psychological framework for the understanding of how psychic distance perceptions are formed.

Aus der Einleitung:

Ich nehme Sie sogleich mit nach Amerika, in die Stadt, deren Wolkenkratzer auch für Ayn Rand der Inbegriff amerikanischen Pioniergeists und Unternehmertums war: New York.
Am 29. April 1932 legte dort der Ozeandampfer Berengaria an, der als Reparationszahlung von deutschen in britische Hände gewechselt und nach dem ersten Weltkrieg zahlreiche Emigranten in ihre neue Heimat befördert hatte. Mit an Bord war in jenem Frühling eine Alice Hargreaves, die im Mai an der Columbia University geehrt werden sollte. Mrs Hargreaves – die sich gerne, wenn auch ungerechtfertigt, mit «Lady» ansprechen liess – erhielt einen Ehrentitel, aber nicht etwa für eigene Leistungen. Vielmehr sollte sie dafür ausgezeichnet werden, siebzig Jahre früher einen Oxford-Dozenten für Mathematik zu einem der berühmtesten Kinderbücher der Weltliteratur inspiriert zu haben: Charles Dodgson, uns allen bekannt als Lewis Carroll, widmete der damals zehnjährigen die Geschichte ihrer Namensvetterin «in Wonderland», im Wunderland.
Die amerikanische Presse der Zeit bejubelte ihren Besuch und beschwor angesichts der realen Alice jene im fiktiven Spiegel herauf. So schrieb ein Journalist, Lady Hargreaves habe während eines Empfangs gemeint: «Curiouser and curiouser» – «Merk- und merkerwürdig!» Die Dame liess sich zeitweise ein auf den Tanz zwischen Fakt und Fiktion, liess zu, dass ihre Präsenz stets im Schatten ihres fiktiven Alter Egos stand. So meinte sie in einer Radiosendung, mit der Reise nach Amerika sei sie in ihr eigenes Wunderland zurückgekehrt.
Amerika, ein Wunderland?
Fürwahr hatte die einst so neue Welt für Europäer stets eine Faszination, die sich in zahlreichen Auswandererbiografien niederschlug. Aus kindlichem Gwunder wurde indessen nicht immer erwachsene Bewunderung, sondern immer wieder auch Verwunderung – und gerade heute scheint diese Spielform des Wunderns unsere Gefühle zu dominieren. Wie die fiktive Alice scheinen wir vorgeblich vernünftigen Europäer in der Auseinandersetzung mit Amerikas Gegenwart, insbesondere der politischen Gegenwart, in jenes verwunschene Kaninchenloch zu stürzen, an dessen Ende wir schliesslich in einer verrückten Teegesellschaft landen.
«We’re all mad here» – «Wir alle hier sind verrückt.» Was die Cheshire-Katze, die nach Gutdünken auftaucht und alsbald wieder verschwindet, über Lewis Carrolls Wunderland sagt, scheint für viele von uns auf die USA zuzutreffen. Zumindest für dessen konservativen Teil. Aber dürfen wir so einfach urteilen? Denn die Cheshire-Katze fügt an: «Ich bin verrückt. Du bist verrückt.»
Aber immer der Reihe nach. Oder wie der König gegen Ende von Alices erstem Abenteuer meint: «Begin at the beginning, … and go on till you come to the end: then stop» – «Fang mit dem Anfang an … und geh weiter bis zum Schluss: dann hör auf.»

How can established firms that seek to innovate their business models organize best to achieve high degrees of novelty in the resulting business model designs? Rooted in corporate entrepreneurship literature we develop and test a model that explains why the degree of novelty of business model designs depends on the extent of alignment between differentiation, integration and governance mechanisms. Results from a unique hand-collected sample of 141 business model innovation initiatives in large established companies support the theoretical hypotheses. We discuss the implications of our findings for research on corporate entrepreneurship and business model innovation.

After reading Jacobides, MacDuffie, and Tae (2016), the success of Tesla in launching a new automobile company in a crowded sector puzzled us. Jacobides, MacDuffie, and Tae (2016) had convinced us that developing the capabilities to become the manufacturer of a complete, safe automobile system would be quite difficult. Researching the development history of Tesla, we have pieced together the key features of how Tesla achieved its successful entry into the automobile sector. From this we have concluded, based on the development time and costs associated with the Tesla Model S, that a well-funded company could develop a new electric vehicle (EV) from scratch and move it into production within 3 to 5 years, by spending $1–2 billion of capital for design, development, and manufacturing. Without a doubt, increasing production to the levels of mass producers would take much longer, but the Telsa example demonstrates that new entry into the industy has become feasible. Tesla’s trajectory, from start-up on the brink of bankruptcy to a company mass producing electric vehicles within 5 years, raises important questions about the future of the global automobile sector. What would prevent Apple and Google, two companies that clearly have the resources to fund $2B in R&D, from entering the market and contesting fiercely with the dominant OEMs such as GM, Ford, VW, Mercedes, and Toyota? There are already many ventures in the Chinese electric automobile sector, such as BYD, Qiantu, NIO, and many more. Inspired by the success of Tesla, why would Chinese software and internet giants such as Tencent and Alibaba not enter this large market given that Tesla did not have prior experience and was able to get a successful car ready for sale within 5 years? In this perspective piece, we offer our reflections on the implications of the success of Tesla for the dynamics of the global automobile sector. We will appraise the chances that Chinese firms will for the first time become leading players in pushing the frontier of automotive technology, a goal that has eluded them over the past 30 years despite massive government efforts to create strong home-grown auto companies.

The telecommunication enterprise Huawei, founded in 1987, is one of few multinational
companies emerging from China to date. The development of the capabilities that allowed
Huawei to become a formidable competitor on the global stage undoubtedly owes a great deal to
importation of best practice routines from the West with the help of western consulting firms.
But Huawei is also distinctly Chinese. In the West, a founder who relinquished all but a 1.4
percent of equity in the firm to give the remaining shares to employees would be an abnormality.
Huawei’s collective ownership arrangement (88,000 people own the other 98.6 percent of the
shares) enabled management actions that are unthinkable in the West. The top 6,687 managers in
2007, for example, agreed to collectively resign from the company and to be selectively rehired
to avoid falling under new labor law restrictions. We develop an account of how Western and
Eastern history has shaped the leadership’s decision making through multiple transmission
mechanisms. Because the founder is an avid reader and student of history, major strategic
decisions of Huawei have been deeply influenced by historical precedent. We argue that Huawei
cannot be understood without coming to terms with the imprinting the firm has received both by
the Chinese context and the founder’s conviction that the firm needed to learn from historically
accumulated Western knowledge.

Murmann, Johann P. & Landau, Ralph: On the Making of Competitive Advantage: The Development of the Chemical Industries in Britain and Germany since 1850. In Chemicals and Long-Term Economic Growth: Insights from the Chemical Industry. New York : John Wiley & Sons, 1998,