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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.
This chapter is a commentary on Principle 20 of the United Nations Guiding Principles on Business and Human Rights (UNGPs). The UNGPs, endorsed by the United Nations Human Rights Council in 2011, are the first universally accepted framework for addressing business responsibilities for human rights. They outline State obligations to protect human rights, businesses’ responsibility to respect human rights, and the importance of both States and businesses offering adequate remedies for human rights breaches.
This chapter is a commentary on Principle 21 of the United Nations Guiding Principles on Business and Human Rights (UNGPs). The UNGPs, endorsed by the United Nations Human Rights Council in 2011, are the first universally accepted framework for addressing business responsibilities for human rights. They outline State obligations to protect human rights, businesses’ responsibility to respect human rights, and the importance of both States and businesses offering adequate remedies for human rights breaches.
Article 134 TFEU
(2023)
Article 135 TFEU
(2023)
n-type silicon modules
(2023)
The photovoltaic industry is facing an exponential growth in the recent years fostered by a dramatic decrease in installation prices. This cost reduction is achieved by means of several mechanisms. First, because of the optimization of the design and installation process of current PV projects, and second, by the optimization, in terms of performance, in the manufacturing techniques and material combinations within the modules, which also has an impact on both, the installation process, and the levelized cost of electricity (LCOE).
One popular trend is to increase the power delivered by photovoltaic modules, either by using larger wafer sizes or by combining more cells within the module unit. This solution means a significant increase in the size of these devices, but it implies an optimization in the design of photovoltaic plants. This results in an installation cost reduction which turns into a decrease in the LCOE.
However, this solution does not represent a breakthrough in addressing the real challenge of the technology which affects the module requirements. The innovation efforts must be focused on improving the modules capability to produce energy without enlarging the harvesting area. This challenge can be faced by approaching some of the module characteristics which are summarized in this chapter.
Media Brand Management
(2022)
The management of media brands faces challenges. In order to be able to point out possible solutions, this article first explains the concept and the nature of “media brands.” Subsequently, various theoretical approaches to the explanation of media brands and their management are presented. Regardless of theoretical preferences, it is important to keep in mind the brand-strategic complexity of media management that is subsequently described. Due to their specificity, special attention is paid to the basic strategic positioning options and to the communication management of media brands. In this way, the special features of media brand management become clear in comparison with other products and services.
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.