Bestimmung einer Prognosegüte für TAF-Meldungen

Das Wetter ist der wohl größte Unsicherheitsfaktor, durch den an Verkehrsflughäfen Verspätungen auftreten können. So bedeutet eine geringe Sichtweite höhere Staffelungsabstände gegenüber hohen Sichtweiten, Schnee und Eis sorgen für Verzögerungen durch entsprechende Anti- und De-Icing-Maßnahmen der Flugzeuge, aber auch der Pisten. Um diese Unsicherheiten im Rahmen einer prätaktischen Planung quantifizieren zu können, wurde eine Metrik für die Ermittlung der Prognosegüte einer Wettervorhersage in Form einer TAF (Terminal Aerodrome Forecast) ermittelt, welche im Folgenden vorgestellt wird. Dabei werden die TAF-Meldungen, die für einen Zeitraum von 6 Stunden gelten, mit den tatsächlich eingetroffenen METAR- Meldungen (Meteorological Aerodrome Report) verglichen. Für mehrere Wetterklassen wurden spezifische Modelle zur Bestimmung der Prognosegüte ermittelt und am Beispiel der Sichtweite ausführlich erläutert

Vergleich von Methoden zur Ermittlung der mikrobiellen Diversität in Böden des DOK-Versuches.

Die angewendeten Methoden erwiesen sich als geeignet, um die mikrobiellen Gemeinschaften und deren physiologische Eigenschaften in den Böden der Anbausysteme des DOK-Versuches zu untersuchen. Sämtliche Parameter konnten Veränderungen der physiologischen Eigenschaften und taxonomischen Zusammensetzung beschreiben, die hauptsächlich auf die unterschiedlichen Anbausysteme und Kulturen zurückzuführen sind. Es stellte sich zudem heraus, dass die Veränderungen besonders durch die Art der Düngung (organisch vs. mineralisch) hervorgerufen wurden. Die Untersuchung hat gezeigt, dass eine verknüpfende Betrachtung der Ergebnisse der hier angeführten Analysemethoden sinnvoll ist, um zukünftig verbesserte Aussagen über Bodenqualität und -fruchtbarkeit in Agrarökosystemen treffen zu können

Managing competing demands:Coping with the inclusiveness–efficiency paradox in cross-sector partnerships

This article discusses how cross-sector partnerships (CSPs) for sustainability manage the paradoxical tension between stakeholder inclusiveness and administrative efficiency. Drawing on qualitative data from a case study of a CSP focused on urban sustainability, we show how the inclusiveness–efficiency paradox unfolded throughout the studied collaboration. We discuss how the paradox reemerged in a different guise within each phase of the partnership and how three practices of paradox management helped actors to cope with the tension: “customized inviting” (during the formation phase), “sequential including” (during the preparation phase), and “tailored instructing” (during the implementation phase). On the basis of these findings, we argue that (a) the paradox reoccurred throughout the phases of the CSP because the three paradox management practices accentuated boundaries, thereby helping to resolve the paradox temporarily while at the same time creating grounds for the paradox to resurface, and (b) that the three paradox management practices can be theorized as a special type of boundary work that “plays up” relevant differences between actor groups and thereby ensures collaboration

Complete and partial organizing for corporate social responsibility

This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. “Complete” organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, “partial” organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR—not only within businesses but also among non-governmental, governmental, and professional actors—is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research

Managing for political corporate social responsibility: new challenges and directions for PCSR 2.0 new challenges and directions for PCSR 2.0

This article takes stock of the discourse on ‘political CSR’ (PCSR), reconsiders some of its assumptions, and suggests new directions for what we call ‘PCSR 2.0’. We start with a definition of PCSR, focusing on firms’ contribution to public goods. We then discuss historical antecedents to the debate and outline the original economic and political context. The following section explores emerging changes in the institutional context relevant to PCSR and reconsiders some of the assumptions underlying Habermas’ thesis of the postnational constellation. This highlights some neglected issues in previous works on PCSR, including the influence of nationalism and fundamentalism, the role of various types of business organisations, the return of government regulation, the complexity of institutional contexts, the efficiency of private governance, the financialization and digitalization of the economy, and the relevance of managerial sensemaking. Finally, we discuss the contributions to this special issue and relate them to the newly emerging research agenda

The Case of Business School Rankings

Drawing on the case of business school rankings, we study how institutions are maintained and remain persistent despite their contested nature. We argue that rankings as institutions can be maintained through subtle disciplinary practices that freeze power relations in recipient organizations. Our analysis rests on a Foucauldian understanding of control emphasizing that rankings discipline (1) by enhancing the visibility of individuals’ performance, (2) by defining ‘normal’ behavior, and (3) by shaping how people understand themselves and the world around them. We show that these three disciplining effects support rankings’ durability, reproducibility, and communicability enhancing their overall stability and diffusion. Our arguments demonstrate that rankings’ relevance and impact is not entirely based on the legitimacy they are able to offer to ranked schools. Rather rankings impel a variety of disciplinary effects within business schools which help to stabilize and diffuse the institution

Bullshit and Organization Studies

Bullshit is a ubiquitous communication practice that permeates many dimensions of organizational life. This essay outlines different understandings of bullshit and discusses their significance in the context of organization studies. While it is tempting to reject bullshit as corrosive to rational organizational practice, we argue that it is necessary to understand its organizational significance and performative nature more systematically. We outline different social functions of bullshit focusing on two particular types of managerial practices in which bullshit is likely to play a significant role: commanding and strategizing. On this backdrop, we consider bullshit in terms of the messages, senders and receivers involved, focusing especially on the dynamics between these dimensions in the context of organizations. The final part of this essay debates the reasons why bullshit, which is recognized by organizational members, is rarely called and rejected explicitly

The Legitimacy of Data Partnerships for Sustainable Development

This paper examines the legitimacy attached to different types of multi-stakeholder data partnerships occurring in the context of sustainable development. We develop a framework to assess the democratic legitimacy of two types of data partnerships: open data partnerships (where data and insights are mainly freely available) and closed data partnerships (where data and insights are mainly shared within a network of organizations). Our framework specifies criteria for assessing the legitimacy of relevant partnerships with regard to their input legitimacy as well as their output legitimacy. We demonstrate which particular characteristics of open and closed partnerships can be expected to influence an analysis of their input and output legitimacy