Refine
Year of publication
Document Type
- Article (11)
- Other (3)
- Book (1)
- Part of a Book (1)
Has Fulltext
- no (16) (remove)
Is part of the Bibliography
- yes (16) (remove)
Keywords
- Manufacturing location (2)
- Offshoring (2)
- Reshoring (2)
- Drawing power (1)
- Global value chain (1)
- Motion picture industry (1)
- Organizational agility (1)
- Screen actors (1)
- Star power (1)
- Stars (1)
Institute
- Fakultät WiSo (16)
Die Analyse des Geschäftsberichts (Risikoberichts) zeigt, dass das Risikomanagementsystem der Wirecard AG gravierende Defizite aufwies. Man muss basierend auf den öffentlich verfügbaren Daten davon ausgehen, dass sich aus den gesetzlichen Bestimmungen nach §§ 91 und 93 AktG ergebende Anforderungen nicht erfüllt waren. Wie bei vielen anderen Unternehmen ist z. B. nicht erkennbar, dass eine Risikoaggregation durch eine geeignete Methode stattgefunden hat. Ohne eine solche Risikoaggregation ist die Frühidentifikation von „bestandsgefährdenden Entwicklungen“ aus Kombinationseffekten von Einzelrisiken nicht möglich. Trotz dieser Defizite ist allerdings nicht erkennbar, dass eine kausale Verbindung mit der späteren Insolvenz besteht. Viele der Schwächen sind auch bei anderen börsennotierten Gesellschaften „üblich“ und daher kein Indiz dafür, dass das Unternehmen einem besonderen Insolvenzrisiko, speziell durch Betrug von Vorstandsmitgliedern, ausgesetzt war. Die nach dem „alten“ IDW Prüfungsstandard 340 durchgeführte Prüfung des Risikomanagements durch EY hat bestehende „schwerwiegende Mängel“ offenbar akzeptiert. Solche Schwächen der Abschlussprüfung findet man jedoch auch bei vielen anderen Unternehmen, was empirische Studien belegen. Im vorliegenden Fall bedeutet dies, dass die gravierenden Defizite der Abschlussprüfung durch EY auch im Bereich der Prüfung des Risikofrüherkennungssystems eindeutig erkennbar waren.
The ability of film stars to attract viewers is a widely accepted rationale for hiring expensive actors. However, the precise mechanisms behind this ‘drawing power’ remain unclear. By reviewing the existing literature, six possible antecedents of drawing power are identified. Artists with high acting abilities (i) increase a film’s artistic appeal, (ii) function as markers of quality and (iii) facilitate the matching process with the right audiences. Widely popular, commonly perceived as beautiful/handsome but often less talented actors, on the other hand, rather (iv) facilitate the marketing campaigns of films, (v) offer entertaining interactions with famous personalities and (vi) provide manifold opportunities for gossiping. Based on a discussion of the implications for theory and a preliminary analysis of a sample of Hollywood actors, managerial recommendations for those who have and those who depend on star drawing power are developed.
Purpose
This paper aims to investigate the strategic consequences of manufacturing location decisions, with a focus on understanding the link between collocating manufacturing with other value chain activities, via reshoring or retaining and organizational agility.
Design/methodology/approach
The paper uses qualitative data from 115 interviews with executives from UK high value manufacturing companies to explore the recent phenomenon of reshoring and the strategic effects of manufacturing location.
Findings
The location of manufacturing is operationally and strategically important for multinational companies. The spatial dispersion of manufacturing is determined by firm-specific and external factors, both of which are subject to constant change. The analysis shows that concentrating on manufacturing in their home countries enables firms to increase organizational agility and stimulate innovation. Better integration with and more extensive collaboration between related value chain activities, such as research and development, sales and marketing, leads to higher flexibility, speed and responsiveness to customer requirements. However, under certain conditions, firms also continue to benefit from the known advantages of offshoring.
Originality/value
This research sheds light on possible strategic downsides of global value chains, characterized by dispersed activities and intermitted processes. The results provide evidence that retaining manufacturing or bringing back manufacturing operations to a company’s home country can increase organizational flexibility, speed, adaptability, innovativeness and responsiveness to customer requirements. As these capabilities are critical for long-term survival, especially in dynamic environments, firms need to review their global factory configurations and determine whether the short-term advantages of foreign locations continue to justify offshoring practices.
In view of the rapid depletion of natural resources and the associated overloading of the biological ecosystem, the concept of circular business models (CBMs) is increasingly discussed in the literature as well as in business practice. CBMs have the potential to significantly reduce the demand for natural resources. Despite their increasing relevance, the diffusion of CBMs in business practice is largely unexplored. Consequently, this article investigates the extent to which CBMs have already been adopted by large German companies. To answer this question, the annual and sustainability reports of the members of the DAX40 are analyzed for the presence of five specific types of CBMs. Data was gathered for the years 2015 and 2020 in order to describe the development over time. The results show an increasing prevalence of CBMs in the DAX companies. In addition, it is noticeable that CBM types that serve to close material cycles are implemented more frequently than those that decelerate material cycles. In particular Sharing Platforms and Product as a Service stand out due to comparatively low adoption. Potential reasons for these findings are discussed and managerial as well as policy implications suggested.
Die Prüfung des Risikofrüherkennungssystems sollte einen klaren Fokus auf Vorgehensweisen und Methoden der Unternehmensetzen, die genutzt werden,um mögliche „bestandsgefährdende Entwicklungen“ (§91 Abs. 2 AktG) rechtzeitigzu erkennen. Sie ergeben sichaus schwerwiegenden Einzelrisiken aber vor allemauch aus Kombinationseffekten von Risiken. Wir empfehlen insbesondere, die dadurch erforderlichenmethodischen Anforderungen im Prüfungsstandard klarer als bisher zu formulieren, die Verwendung dieser Methoden eindeutig vorzuschreiben und den Einsatz offensichtlich ungeeigneter Verfahren konsequent als schwerwiegenden Mangel eines Risikofrüherkennungssystems darzustellen (z.B. Verfahren einer „qualitativen Risikoaggregation“ statt einer Monte-Carlo-Simulation). Eine Prüfung nach IDW PS 340 muss zur Erfüllung der gesetzlichen Anforderungen beispielsweiseuntersuchen, ob die finanziellen Auswirkungen aller gravierenden Risiken quantifiziert wurden, Kombinationseffekte von Einzelrisiken mittels Monte-Carlo-Simulation und unter Bezug zur Unternehmensplanung (und damit dem Risikodeckungspotenzial) aggregiert wurden und die Möglichkeit bestandsgefährdender Entwicklungen umfassend untersucht wurde (z.B. speziell auch eine Bestandsgefährdung durch eine (drohende) Illiquidität, die durch das Verletzen der Regeln überMindestanforderungen an das zukünftige Finanzrating oder von Covenants, die zu Kreditkündigungen führen können, ausgelöst werden). Um dies zu gewährleisten, muss speziell auch geprüft werden, inwieweit das Unternehmen den Begriff der „bestandsgefährdenden Entwicklung“ überhaupt adäquat und hinreichend umfassend definiert hat. Neben diesen Kernpunkten aus gesetzlicher Perspektive bietet die Stellungnahme eine Reihe weiterer Verbesserungsvorschläge und Empfehlungen zur Anpassung der Formulierungen.
Eine Klappe geht noch!
(2017)
Co-financing arrangements in which investors from outside the motion picture industry become co-owners of the completed films are a common phenomenon in Hollywood. Kay H. Hofmann analyzes the conflicts of interest and the organizational problems that may arise between the experienced major studios and investors with comparably low industry expertise. Guided by principal agent theory, the empirical analysis provides evidence for adverse selection and moral hazard. Based on his findings, the author develops solutions that are not only relevant for investors but also for film producers who rely on the long-term availability of external funds.
The location of manufacturing is operationally and strategically important for multinational companies. The spatial dispersion of manufacturing is determined by firm-specific as well as external factors, both of which are subject to constant change. After decades of offshoring production, the paper uses interview data from UK high value manufacturing companies to explore the recent phenomenon of reshoring and the strategic and operational effects of manufacturing location. The analyses show that concentrating manufacturing in home countries enables firms to increase organizational agility and stimulate innovation. However, under certain conditions, firms also continue benefiting from the known advantages of offshoring. This underlines that there is no universal recommendation for improving competitiveness by a certain spatial configuration of manufacturing. Instead, firms need to consider their specific markets, competitive context, and capabilities when strategizing manufacturing location."
By drawing on the two prevailing economic stardom theories, the paper investigates the sources of superstardom in the US movie industry. For the econometric analysis, we use income and popularity data of screen actresses and actors from the annual Celebrity 100 lists as published by Forbes Magazine. The empirical findings indicate that Hollywood, in contrast to other professional settings, supports two different types of stars. While 'talent stars' exploit acting merit, it is media exposure that drives the income of 'publicity stars'. Apparently, in the motion picture industry both underlying resources are equally important and equally valued. Based on these insights we develop concrete recommendations for the career management of artists and the management of film projects.