Wirtschaft (MSB)
Refine
Year
- 2014 (25)
- 2016 (25)
- 2022 (22)
- 2011 (19)
- 2003 (17)
- 2009 (17)
- 2012 (17)
- 2015 (17)
- 2019 (17)
- 2008 (15)
- 2002 (14)
- 2018 (13)
- 2004 (12)
- 2017 (12)
- 2021 (12)
- 2007 (11)
- 2010 (11)
- 2020 (10)
- 2023 (10)
- 2006 (9)
- 2013 (8)
- 2001 (7)
- 2005 (7)
- 1999 (6)
- 1997 (5)
- 1993 (4)
- 1998 (4)
- 2024 (4)
- 1986 (3)
- 1987 (3)
- 1990 (3)
- 1994 (2)
- 1995 (2)
- 1996 (2)
- 2000 (2)
- 1000 (1)
- 1972 (1)
- 1977 (1)
- 1983 (1)
- 1984 (1)
- 1985 (1)
- 1988 (1)
- 1991 (1)
Publication Type
- Part of a Book (375) (remove)
Language
- German (212)
- English (117)
- Multiple languages (46)
Keywords
- Klimaneutralität (3)
- Nachhaltigkeit (2)
- Wirtschaftswachstum (2)
- 3D-Druck (1)
- Additive Fertigung (1)
- Alternative Wirtschaftssysteme, Green Growth, Steady-State Economy, New Green Deal, Grenzen der natürlichen Tragfähigkeit (1)
- Artificial Intellogence (1)
- Außenhandel (1)
- CO2-Emissionen (1)
- Controlling (1)
Zeitenwende für Sparer? Was die Rückkehr der Zinsen für die private Vermögensbildung bedeutet
(2024)
Supply chains often match the supply of labour to uncertain demand by using precarious workprecarious workers. This increases flexibility and lowers costs for the supply chain by shifting risk to the workers and costs to society. Supply chains are maximizing profits, often literally, on the backs of their workers by creating serious negative externalities for society. We address this issue using a powerpower perspective because powerpower is asymmetrically oriented against workers in many supply chain contexts. This allows us to identify examples of how to reverse this trend and shift powerpower back to workers. The goal is to get to where stakeholders understand the costs and limited benefits of precarity, where we can separate the notion of flexibility from low costs, and where through a combination of incentives, policy, social norms of ethical behaviour, and consumer action, we can get to a better place than where we are now.
An important, often overlooked group of workers that HR managers have trouble reaching are those intentionally disconnected from personal digital devices. That is, workers in manufacturing facilities, distribution centers, secure areas, or locations where employers ban workers from bringing their own devices. We explore the engagement problem for these intentionally disconnected workers. We outline a disruptive HR strategy in these work contexts. We then focus on implementation, testing a simple digital platform prototype that can serve as an entry for existing, disruptive HR management engagement tools (e.g. chatbots, HR analytics) in these settings. Our exploratory findings suggest engagement is a problem for these workers and these simple tools can be an effective strategy to help HR managers improve engagement. We conclude that simple digital solutions aimed at engaging this underserved segment of the workforce can have disruptive yet positive effects for workers, HR managers and shareholders.