Verkuil, Arie Hans
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Sustainability of social innovation hubs. Critical evaluation
The fast pace of change brought on by advances of technology have led to significant pressure on companies to innovate to remain competitive and able to meet shareholders demands.
Religiöse Wurzeln des Achtsamkeitskonzepts als Bezugspunkt für ethische Führung
Der Artikel reflektiert die buddhistische, hinduistische und christliche Tradition des Achtsamkeitskonzepts als Bezugspunkt für ethische Führung.
Evaluating the key success factors of social business hubs in the Middle East
Social business hubs play an important role in facilitating social innovation and support social entrepreneurs to deliver social benefits to the wider community. This paper aims to firstly identify and evaluate the key success factors of social business hubs in the Middle East with the focus on Jordan, Lebanon and Iraq, secondly, identify what successful social hubs offer, and thirdly, identify the challenges facing social business hubs in the region. In-depth interviews with eight social business hub managers were conducted using a pre-designed questionnaire. The findings were interesting and meaningful and show the impact severity of the COVID-19 pandemic on the infrastructure of the social business hubs. Networking and collaboration seem to be the predominant success factor for social business hubs. Finally, we observe that social business hubs in the region are facing many challenges; the main two are lack of government support and funding issues.
International entrepreneurship and innovation. Selected case studies from the Swiss Innovation Challenge
Case Studies Start-ups from Indonesia, Malaysia, Vietnam, Thailand, Switzerland
Effects of Home Office on employees’ working conditions during Covid 19 crisis in Switzerland
The current pandemic poses special challenges for employees. A sur-vey was conducted in April and May 2020. The impact of the switch to home office on the living circumstances, quality of life and well-being was investi-gated. 333 respondents (female 62%, male 38%) participated in this survey. The results show there during these weeks a high level of well-being in the home office. More than 70% of respondents feel comfortable in home office and would like to maintain this type of work organization after the corona crisis. Leadership is a decisive factor. Working conditions at home (suitable working environment, undisturbed work) are less decisive for well-being than good leadership by the superior. Findings show the necessity of clear communication rules, so that em-ployees are optimally integrated into the work processes and content. In addition, a high degree of personal autonomy in the home office and, at the same time, close integration into the team is important for the well-being of employees. Em-ployees would like to keep the autonomy they gained even after the crisis. How-ever, there are increasing demands due to digital leadership. Under these condi-tions, leadership means providing orientation and support from a physical dis-tance, as well as promoting the autonomy of the employee. As a negative impact of Home Office, it can be stated that employees miss regular social exchange with colleagues. In consequence, the presence at the workplace should be used as quality time for building sustainable and resilient working relationships.