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Describes the decision structures, models and architecture of CONTROLLING‐INFORMATION‐SYSTEMS (CIS). A concrete decision‐ grid has been developed and embedded in EXCEL software. A case study demonstrates the use of the Deutsche Bibliotheksstatistik (German Library Statistics) within the framework of CIS. The suitability of these national statistics within the framework of CONTROLLING‐INFORMATION‐SYSTEMS for complexity‐reduction and co‐ordination needs to be evaluated with care. Linked to this is the clear identification of trends and the analysis of specific categories of management information.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01435129510081424. When citing the article, please cite: Ulrich Hofmann, (1995), “Developing a strategic planning framework for information technologies for libraries”, Library Management, Vol. 16 Iss: 2, pp. 4 - 14.

The fundamental structural change caused by information technologies not only affects the technical services of libraries but also shapes the library services that are being offered to the public. Libraries are possibly faced with a much more dangerous kind of competition than the one customary among direct competitors: the substitution competition caused by new information technologies. A first step for supporting the necessary strategic planning and decision‐making management is to collect information concerning assumptions, trends and structures of these technologies. In this context, it is a matter of reducing complexity in recognizing risks and trends in order to support the development of measures in terms of preliminary navigation. Based on structured expert interviews conducted in leading US libraries in the summer of 1991. The first level of the study is the sectors: general management, technologies, library services, value chain and resources. The internal pattern of the sectors consisted of contrasting the status quo, the strategic priority, and the strategically expected difficulties of reaching the goal. The result is that the critical success factors for US libraries in the strategic time frame will be a type of technology management that requires a high degree of integration within the areas of user‐oriented services (marketing) and personnel competence.

This study aims to provide a measurement model, and the underlying constructs and items, for Logistics 4.0 in manufacturing companies. Industry 4.0 technology for logistics processes has been termed Logistics 4.0. Logistics 4.0 and its elements have seen varied conceptualizations in the literature. The literature has mainly focused on conceptual and theoretical studies, which supports the notion that Logistics 4.0 is a relatively young area of research. Refinement of constructs and building consensus perspectives and definitions is necessary for practical and theoretical advances in this area.

Based on a detailed literature review and practitioner focus group interviews, items of Logistics 4.0 for manufacturing enterprises were further validated by using a large-scale survey with practicing experts from organizations located in Central Europe, the Northeastern United States of America and Northern Thailand. Exploratory and confirmatory factor analyses were used to define a measurement model for Logistics 4.0.

Based on 239 responses the exploratory and confirmatory factor analyses resulted in nine items and three factors for the final Logistics 4.0 measurement model. It combines “the leveraging of increased organizational capabilities” (factor 1) with “the rise of interconnection and material flow transparency” (factor 2) and “the setting up of autonomization in logistics processes” (factor 3).

Practitioners can use the proposed measurement model to assess their current level of maturity regarding the implementation of Logistics 4.0 practices. They can map the current state and derive appropriate implementation plans as well as benchmark against best practices across or between industries based on these metrics.

Logistics 4.0 is a relatively young research area, which necessitates greater development through empirical validation. To the best of the authors knowledge, an empirically validated multidimensional construct to measure Logistics 4.0 in manufacturing companies does not exist.

Recently, the tourism and hospitality industry has been increasingly hit by serious crises. In particular, the implications of the COVID-19 pandemic and phenomena such as a shortage of skilled workers and overtourism are presenting numerous destinations and their key stakeholders with new, increasingly complex challenges. In addition, the continued development of meta-processes such as demographic change and digitalisation in many respects implies an ‘end of tourism as we know it’ (Destinationthink.com, 2017). In order to successfully face these complex challenges, it is necessary – as with most wicked problems – to think and act ‘outside the box’. An increasing individualisation and pluralisation of lifestyles is taking place in most societies and represents another challenge that should not be underestimated. This implies that diversity and diversity management are becoming ever more important strategic success factors, both for human resource management and for the development of new markets and target groups. Unfortunately, however, far too few players in the tourism and hospitality sector value diversity management as part of their corporate strategy. This chapter therefore aims to raise awareness of diversity and diversity management as a concept that has become increasingly important in recent years but still only occupies a niche in tourism-specific contexts. The intensified strategic valorisation of diversity can actually sustainably increase the competitiveness of destinations and their key actors. Against this backdrop, this contribution explores conceptual understandings of diversity and diversity management from a theoretical perspective and uses specific case studies to illustrate how the corresponding management approach can be successfully valorised in tourist destinations.

The enterprise risk management (ERM) approach promises to manage corporate risks holistically, as opposed to the silo perspective in traditional risk management frameworks. There is evidence that different economic and regulatory environments profoundly shape the implementation of ERM in different countries. To understand better the specific situation in Germany, this chapter presents an analysis on the current application, the regulatory environment, and the development over time of ERM in Germany. Finally, we highlight some important avenues for further research on ERM in Germany and beyond.

The purpose of this paper is to introduce librarians, faculty, and other interested individuals to contemporary German literature in English translation.

German‐language authors born in 1950 or later and listed on the Contemporary Living Authors Comprehensive List developed by the German vendor Otto Harrassowitz are searched in OCLC's WorldCat database to determine the existence of English translations. A bio‐bibliographical list is then developed featuring all contemporary German‐language authors who have achieved an English language translation of at least one of their literary works.

Of the approximately 1,400 writers on Harrassowitz's comprehensive list, a surprisingly large number of almost 80 authors of the younger generation (born in 1950 or later) have been translated into English.

This bio‐bibliography of contemporary German belles lettres (of the younger generation) in English translation is the first of its kind. It can be used by librarians to check their current library holdings and to expand their collections of German literature in English translation.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

This paper aims to review the literature on stakeholder identification and classification related to sustainability marketing from 1998 to 2012 and provides a generalized approach to stakeholder identification and classification in the field of sustainability marketing.

Beginning with brief introductions of the key concepts, the research discusses landmark studies on the subject in detail. The review process then begins by identifying and selecting relevant research papers from various online databases. Finally, 60 research papers are found suitable for the review and are examined to theoretically analyze the stakeholder identification and classification schemes used in sustainability marketing literature.

This study identifies trends of growth in stakeholder identification and classification literature. In addition, there are two major findings. First, stakeholder identification can be done with the help of previous studies, with support from managers or via a combination of both. Second, future research can adopt generic stakeholder classification schemes or relative classification schemes based on dimensions of sustainability to classify stakeholders in relation to sustainability marketing. In relative stakeholder classification, regulatory stakeholders may be considered separately.

While the literature review may be incomplete, as it uses only a title-based advanced search, researchers and practitioners can still benefit from this simplified approach to manage stakeholders.

The study introduces a generalized approach to stakeholder identification and classification related to sustainability marketing and provides a bibliography from 1998 to 2012 that can be used by academics and managers.

Coalitions are informal and interdependent groups of actors operating within organizations, yet their effects in organizations are not widely understood. In this paper, we develop a model of coalition formation and functioning inside organizations. By extrapolating the behavioral intentions (i.e., altruistic or antagonistic) and compositional differences (i.e., supplementary or complementary) among these informal group structures, we classify coalitions into four forms (i.e., lobby, cartel, circle, and alliance), theorizing how each coalition form affects work role innovation, resource allocations, and work performance. Our conceptualization helps clarify previous theoretical inconsistencies and establish an agenda for the study of coalitions at work. Furthermore, this paper provides insights into the ways that coalitions support or impede the organization’s objectives.