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The disruptive nature of the changing media landscape and technology-driven advances in communication have led to innovative ways of organizing work in the information and communication industry. This reorganization of work is reflected in the concept of New Work, which rethinks working concepts, styles, and employee behavior. Based on a survey among staff in the information and communication industry (n = 380), this study investigates the status quo of the implementation of New Work measures and their effectiveness in helping companies reach organizational goals. The results show that New Work measures are widely adopted although there is still unused potential. Moreover, the study demonstrates that the implementation of New Work measures supports companies in achieving New Work goals as well as overall organizational goals in the contexts of agile management, change management, internal communication, and evaluation.
We investigate how professional recruiters perceive and assess potential board director candidates. Based on a human capital perspective, individual characteristics will represent certain human capital resources, perceived as more or less useful for the firm. We focus on what characteristics are critical for a candidate to be perceived as appointable to a board. We are particularly interested in the role visible vs. more hidden aspects of human capital in these assessments. The aim of the study is to uncover central actors’ ideas and assumptions of what constitutes the ideal board director. This will add
knowledge as to how board compositions are created and
changed.
We conducted eight semi-structured, in-depth interviews with professional recruiters in Germany and Norway. The results show that formal competence is partly downplayed as selection criteria for board positions, while experience has a central role. Further, our results show that experiences have both a concrete and a symbolic side, where certain individual characteristics appear to represent an image of a successful director of a board. Further, our data show that symbolic capital, labeled “habitus”, is a crucial prerequisite for an individual to be appraised as an ideal candidate. The results indicate preferences for stability and predictability in recruitment processes, which may contribute to explain the persistently low
proportion of women on corporate boards.
Environmental Protection
(2018)
This chapter describes a new concept and experiences of a distributed interdisciplinary learning program for students across continents. The aim is to provide students with a truly Global Intercultural Project Experience (GIPE) by working together with peers from around the world and solving real-life client’s problems. We have received seed-funding for four annual projects to engage students from Germany (Europe), Namibia (Africa), Indonesia (Asia), and Peru (South America). In 2020 and 2021, 28 and 44 students from four continents engaged in a one-semester distributed interdisciplinary project for a Namibian and Indonesian client, respectively. Despite Covid-19 they successfully completed the project expressing deep appreciation for the learning opportunities overcoming challenges of working across widespread time zones, cultures, changing requirements, and various technical difficulties. Considering the vast learning benefits, we suggest incorporating such projects in all tertiary education curricula across the globe, while streamlining organizational efforts based on lessons learned.