Suchergebnisse

It is virtually a truism that companies should respond to situations of high complexity, dynamics and contingency with strategic management measures. Not least in turbulent VUCA-type environments, the company is well advised to use alternative scenarios for environmental forecasting. The so-called scenario technique is used for this purpose. Human modes of thought, judgment and action are often ambiguous and rarely univocal. Here, so-called expert (control) systems based on fuzzy control offer valuable help. Their core is rule inference resulting in fuzzy rule output. In many cases, however, managers are interested in receiving concrete recommendations for action that are as unambiguous as possible. To do so, they need to defuzzify the fuzzy output set. In this paper, we consider selected defuzzification procedures in the area of scenario management.

The corporate environment is always characterized by a high degree of volatility, uncertainty, complexity and ambiguity. These aspects influence Human Resource Management (HRM) just like other areas of the company. In the context of decision problems, especially in HRM, it is not always possible to specify all the considered variables precisely. A suitable instrument to deal with such fuzzy conditions is Fuzzy Logic (FL). This paper aims to give insights into this field and its possible applications in HRM. For this purpose, selected theoretical foundations from the areas of HRM, FL and Artificial Intelligence (AI) are presented first. Based on this, situations in HRM are shown in which it can be useful to include FL in decision calculations. These concern e.g. problems of personnel allocation or considerations on the segmentation of labor forces. The paper is aimed at both practitioners and scholars.

In personnel economics, the choice of a leadership style is about the question of how a supervisor should lead his or her employees in such a way that operational goals are achieved. In this paper, we assume that such leadership decisions are made according to the situation. Thus, the optimal or at least a permissible leadership style has to be selected from a set of several possible leadership styles. For this choice a wide range of models has been developed in the scientific literature, from which we want to pick out and focus on the so-called normative decision model by Vroom & Yetton (Vroom/Yetton 1973). While the original model is based on univocal rules, in this paper we develop a fuzzy rule system.

Economic activity always involves the allocation of scarce goods to competing uses. Among these scarce goods is also the personnel of the enterprise. Personnel economics therefore also has to make such allocation decisions with respect to the availability of personnel and with respect to the functionality of personnel. For this purpose, two sets of instruments are used, namely personnel planning and leadership. This article is dedicated to a selection of such instruments. Beyond selected relevant basics of personnel planning and leadership, this article introduces hierarchical personnel planning and the conception of fuzzy rule systems for the selection of appropriate leadership styles.

Im Kontext des Strategischen Managements der Unternehmung sind Bündel abstrakter Maßnahmen zur Steuerung und Führung von und in Systemen zu entwickeln sowie anzuwenden, die erst zu späteren Zeitpunkten konkretisiert und ausdifferenziert werden. Solche Maßnahmenbündel nennen wir Strategien. Strategien müssen logisch fundiert und formuliert werden, es sind also aus wahren Prämissen die richtigen Schlüsse zu ziehen und Fehlschlüsse zu vermeiden. Zu deren Generierung, Evaluierung und Selektion benötigt man Regelsysteme, die entweder univok oder ambiguos konstruiert sein können. Unscharfen Regelsystemen im Strategischen Management ist die vorliegende Arbeit gewidmet.

Aichi Target 11 of the CBD Strategic Plan for Biodiversity commits countries to the effective conservation of areas of importance for biodiversity, through protected areas and "other effective area-based conservation measures" (OECMs). However, the prevalence and characteristics of OECMs are poorly known, particularly in sites of importance for biodiversity. We assess the prevalence of potential OECMs in 740 terrestrial Key Biodiversity Areas (KBAs) outside known or mapped protected areas across ten countries. A majority of unprotected KBAs (76.5%) were at least partly covered by one or more potential OECMs. The conservation of ecosystem services or biodiversity was a stated management aim in 73% of these OECMs. Local or central government bodies managed the highest number of potential OECMs, followed by local and indigenous communities and private landowners. There was no difference between unprotected KBAs with or without OECMs in forest loss or in a number of state-pressure-response metrics.