Hinkelmann, Knut
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Challenges of implementing zero waste strategies in the gastronomy industry
This case tells the story of the Café spurlos which aims at becoming a zero waste business and thus making a significant contribution to combating one of the greatest challenges facing society today: the transformation of the eco-nomic system into a circular economy. Besides the COVID-crisis and the thereof resulting issues, the café also faces challenges related to its vision of incorporat-ing the zero waste philosophy in its concept. The case explores the complexity of zero waste, analyses further hurdles for zero waste endeavors in the gastronomy industry and illustrates the constant balancing act of social businesses between staying true to one’s mission and catering to the needs, wants and expectations of the market.
Sustainable business model innovation for society 5.0. Towards a collaborative, inter- and transdisciplinary approach with students and organizations
Digital transformation and sustainability are but two developments in a society 5.0 that challenge businesses to rethink their business models. Sustainable business model innovation should enable companies to operate within planetary boundaries while ensuring their long-term success. Following a design-based approach, this action-oriented research addresses how higher education institutions can offer educational initiatives that strengthen students’ and organizations’ capabilities for sustainable business model innovation. This paper confirms and addresses the need for more research on collaborative, inter- and transdisciplinary educational approaches for sustainable business model innovation with students and organizations.
Modelling Transformation of Corporate Communications in the Digital Age
This article provides a brief overview on transformative trends in corporate communications based on a literature review. Furthermore, it presents a framework model on how to transform corporate communications in the digital age. The model is based on a grounded theory approach derived in a field study completed in 2015, which claims that more heterarchical structures in corporate communications are needed. In a subsequent project, the model is tested in an ongoing exploratory study. Based on the learnings from the two studies, we suggest a new model on how to organize corporate communications in the digital age. At the center of the new model are written and audio-visual content, created by associates in a collaborative process and supported by the organization.
Identification and chaining of water accounting data stakeholders
Purpose – Multiple water accounting techniques exist and suffer from data gaps and misaligned stakeholders which creates standardization and consolidation problems in the data of the industry. This study identifies domain-based stakeholders and defines stakeholder data relationships to improve inter-stakeholder data efficiency. Design/methodology/approach – The research design follows an inductive data collection of qualitative cross-sectional data through semi-structured expert interviews. The recorded interviews were transcribed, thematically coded, and the findings summarized. Findings – The result is an improved specificity of water accounting data stakeholders which have different data input and output requirements. Our research found that these stakeholders can be chained together based on their data relationships which enables identifying inter-stakeholder relationships and improved data efficiency. Social Implications – Water is a vital resource for humans and the United Nations Sustainable Development Goals. More precise description of stakeholders and data factors enable more efficient data flow which can improve the efficacy of terminal impact. Originality/value – The awareness of problem is refined by increasing stakeholder specificity and identifying data input/output requirements. This enables chaining of stakeholders and data to clarify stakeholder data requirements and improve data efficiency for purposes such as collaboration and policy guidance.
Design parameters of multidimensional reward systems based on preference analysis of students of business information systems (Bachelor and Master) at the University of Applied Sciences Northwestern 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.
Adopting AI in the banking sector - The wealth management perspective
While interest in understanding the impact of Artificial Intelligence (AI) in the real world has been growing, there is limited research on what digital transformation means in the banking sector. The present paper aims to address this gap in the literature by means of a field study based on 11 interviews with wealth managers from across front, middle and back offices in a large Swiss bank. Our analyses suggest bank employees have relatively positive attitudes toward the adoption of new technologies. According to the research, the top three advantages for adopting AI in wealth management are: efficiency, enhanced clients’ experience and better customer insight. Yet, AI also brings new challenges to banking. Obstacles identified include process complexity, greater maintenance effort, and increased regulatory requirements. Still, AI is expected to change the banking model to an integrated, hybrid and leaner operation with digital processes that offer front-to-back solutions. With respect to the future of the bank workforce, hiring tech-savvy talent will be crucial. AI will be able to free bank employees from repetitive jobs for more interesting and creative tasks.
Sustainability orientation in business models of Swiss start-ups
Research on Sustainable Business Models of start-ups currently focuses on those which pursue a sustainability goal as a main aspect and at least also follow an ethical motivation, possibly in addition to the profit motive. This paper aims to firstly identify useful criteria for describing sustainability in business models and secondly does an investigation on the sustainability orientation and implementation in business models of participating start-ups in the Swiss Innovation Challenge, a business plan competition. As sustainability was no criterion in the application process, many of the start-ups didn’t have a strong sustainability orientation. It will be examined to what extent these start-ups take sustainability aspects into account, and which ones in detail. Secondly, it is examined which business model types are used here in order to identify prevailing types and patterns for start-ups that are not selected for their sustainability orientation. The 25 start-up teams were interviewed with a semi-structured interview guide, including an evaluations of sustainability criteria. Almost all start-ups have a strong profit orientation and many also consider sustainability in their business model, though mostly with only one field of action. The linear business model is dominant and only few start-ups contribute to the circular economy. Another outcome of the survey is that the sustainable business model patterns should be adapted for this target group of start-ups not geared towards sustainability for future research.