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Do you possess 'freedom'-the will to do as you choose-as an individual, as a participant in social affairs or as a citizen in the political realm? Well, no. Not really. At least not as most of us understand a term loaded down with metaphysical baggage. Don't worry. You've got something better: a neurological system capable of carrying out the most complex analytical and computational tasks; membership in innumerable communities that provide you with huge stores of knowledge and wisdom; and a politico-constitutional order that ought to provide the material and the immaterial conditions that will enable you to pursue a life worth valuing. Drop the simplistic folk-psychology of unfettered freedom, whilst holding on to intentionality, and you might be inclined to adopt a set of social practices and political arrangements that enhance the chances that you and your compatriots will flourish. As many recent studies of consciousness reveal our neurological systems are complex feedback mechanisms designed to create myriad for trial and error and (if you survive) the production of new stores of knowledge. Individuals-comprised of numerous radically heterogeneous, naturally and socially determined selves-are always experimenting, attempting to divine through reflection and action, what 'works' best: even when 'best' means fully embracing who we already are. Choice architects, those persons charged with constructing the environments within which we operate daily, should (if responsible) regularly run experiments that attempt to eliminate biases, and ultimately, deliver norms that nudge us away from negative defaults toward more optimal ends. A constitutional democracy, made up of millions of radically heterogeneous, densely populated individuals, constantly strives to determine what works best for most of its many constituents. Because South Africa's Constitution states (at an extremely high level of generality) only some of the norms that govern our lives, it remains for citizens, representatives and judges to create doctrines and institutions that serve its capaciously framed ends best. After canvassing the relevant literature in neuroscience, empirical philosophy, behavioural psychology, social capital theory, development economics, and emergent experimental governance, this work suggests that manifold experiments in living that fall within the accepted parameters of our shared constitutional norms are likely, over time, to produce more optimal ways of being that can be replicated by other members of our polity. Our reflexive stance toward best practices-a linchpin of this book's take on experimental governance-when inextricably linked to a commitment to flourishing and to the expansion of individual capabilities, should cause us to alter the content of the fundamental norms that shape our lives and bind us to one another. A political order founded upon experimental constitutionalism and flourishing promises an egalitarian pluralist reformation of South African society. The book spins out its novel thesis against the concrete backdrop of political arrangements and judicial doctrines that have emerged during the first 20 years of our truly vibrant constitutional democracy. Its trenchant analysis of political institutions and constitutional case law shows us how far we have come, and how far we still have to go.

Social acceptance is considered to be a decisive factor for the development of wind energy. Surveys repeatedly show that while people support wind energy in general, specific wind farm projects often cause local opposition. Local resistance against wind energy cannot be explained by singular issues such as simple cost-benefit calculations, the public support for renewable energy sources, the implementation strategy of the developer, the number of wind turbines installed, the intensity of the turbine noise, the protection of local birds and animals, or the "not-in-my-backyard"-effect (Stadlober and Hahn 1998; Warren et al. 2005; Wolsink 2000, 2007a), although a very dominant influence seems to be the specific value of the landscape, the familiar surroundings and the habitat (Wolsink 2007b). Hence, the acceptance of wind energy depends on a complex set of individual and societal indicators, perceptions and preferences rooted in institutional and socio-political arrangements.

The project's approach was based on the concept of social acceptance (Wüstenhagen et al. 2007), which is composed of socio-political, market and community acceptance. Wüstenhagen et al. investigated spatial planning and financial procurement systems to assess socio-political acceptance, market innovation, consumer and investors behaviour to explain market acceptance, procedural and distributional justice and trust to contribute to the understanding of community acceptance. The three levels of acceptance do interact, have main actors associated and are influenced by their interactions and contributing expectations.

We recur to this triangle model because it provides a broad holistic framework widely recognised not only in a scientific but also in a practical context. TransWind established a conceptual and methodological reliable participatory integrated assessment in order to test various factors of social acceptance. On a macro scale the integrated assessment was based on semi-structured interviews, participatory workshops and a group discussion (WorldCafé) with the experts from our stakeholder group, an estimation of the theoretical wind area potential in Austria and a participatory modelling approach to analyse the levelized cost of electricity (LCOE). On the community level focus groups, semi-structured interviews and presentations/tests of visualisation tools were conducted. Both the integration of results from the macro analyses to the community scale and the use of a mixed-method design ensured the inter- and transdisciplinary character of TransWind.

This approach is needed to gain new, practical and relevant insights, which could not have been obtained merely from scientific or interdisciplinary sources. The conceptual framework of TransWind therefore aimed at integrating in a systematic way the analytical perspectives of the scientists and their approaches with the preferences and perceptions of the persons concerned about the issue (stakeholders) through establishing a reference group, holding workshops and organising interviews and focus groups. The assessment was complemented by a GIS based modelling tool (Where the wind blows - WTWB), which allowed the participatory assessment of optimal locations for wind power, depending on the spatial distribution of wind resources. Inputs from the reference group were summarized in a criteria catalogue to define three scenarios (min, med and max) for potentially suitable wind turbine sites. These three scenarios were complemented by a fourth scenario that reflects the wind energy potential with suitability zones for wind energy already defined by Austrian federal states. For all potential locations we calculated the levelized cost of energy generation (LCOE) to derive wind energy supply curves for each scenario of potentially suitable wind turbine sites. Under the assumptions of the min scenario, only 3.5TWh of wind energy could be produced at relatively high costs of 96 to 243 € MWh-1. Thus, it would not be possible to meet the wind energy targets of 3GW installed capacity (equivalent to about 6.3TWh assuming current capacity factors) of the Austrian Eco-Electricity-Act 2012. The med and max scenario would allow for further expanding the wind energy share at reasonable cost of about 95 EUR MWh-1 even if electricity demand keeps steadily rising. The modelling results raised our understanding of the related costs and benefits and served as a basis for the case study selection.

In the case studies, TransWind worked with interactive 3D visualisation tools based on latest visualisation developments to provide real-time and realistic visualisations for discussing and assessing different planning strategies and siting processes related to the visual impact on the landscape. Our research on technologies for 3D modelling in the context of Wind turbine visualisations has shown that different concepts and methods exist. The simple image visualisations (static images) are state of the art in planning processes but they are increasingly criticised as there is no easy way to prove their reliability and the number of viewpoints is very limited. From a cost perspective it is still the most efficient technology and the images can be easily shared in reports, presentations or websites. Interactive 3D visualisations allow users to change their viewpoints interactively depending on personal motifs. Therefore, personal fears and expectations can be addressed which may lead to more objective discussions and exchange of opinions during planning processes. During the project, two very new technologies entered the stage: Augmented reality (AR) and Virtual reality (VR) applications. Both are driven by the fast spread of mobile phones and may provide some additional insights in the visual impact of wind turbines. Nevertheless there are still some technological barriers that leads to positioning errors or unrealistic views due to the missing masking of 3D objects by real world objects (in AR) or are lacking quality due to low screen resolutions of mobile phones (in VR).

Through the research in the case studies and the preferences expressed by the stakeholders of the reference group TransWind identified different and sometimes contrasting patterns of social acceptance, which enhanced our understanding about the economical, political, ecological and social feasibility of wind power plants. Our empirical results showed that all interview partners and focus group participants consider vertical and horizontal cooperation and coordination across different political levels and parties (stakeholders; experts; local to regional decision makers; citizens) to be important. The problem is that the process of interaction between these actors is often conflictual. Different factors could be highlighted explaining this divergence. Such factors can be seen in the conflict of interests, rationales and beliefs which strengthen the problems of coordination and cooperation. Furthermore, any wind energy project is characterised by the basic systemic conflict between nature conservation (protection of wildlife, habitat and landscape) and narratives of ecological modernisation (e.g. climate protection or energy transition). These moral concepts (core beliefs) and policy cores (general beliefs and perceptions in a specific policy field like wind energy) of the participants are unlikely to change. Only the so called secondary aspects, which relates to the implementation of a policy (e.g. instruments, concrete actions), are most likely to change and are subject to learning processes.

Solutions for local wind energy projects can only be found in coordinated processes of cooperation taking into account all patterns of social acceptance. In order to ensure acceptance, decision-making processes have to be reformed, justice sustained and thereby both input and output legitimacy enhanced. All of these factors were taken into account when TransWind finally established a guideline for various user audiences interested in handling the acceptance and non-acceptance of wind energy.

"Brooke M. Bauer's 'Becoming Catawba: Catawba Women and Nation-Building, 1540-1840' is the first book-length study of the role Catawba women played in creating and preserving a cohesive tribal identity over three centuries of colonization and cultural turmoil. Emerging from distinct ancestral groups who shared a family of languages and lived in the Piedmont region of what would become the Carolinas, the Yę Iswą-the People of the River, or Catawba-coalesced over centuries of catastrophic disruption and traumatic adaptation into, first, a confederacy of Piedmont Indians and eventually the Catawba nation. Bauer, a member of the Catawba Indian Nation of South Carolina, employs the Catawba language and traditions in conjunction with a diverse array of historical materials and archaeological data to explore Catawba history from within, where matrilineal kinship systems, land use customs, and pottery informed women's traditional authority in coalition with their male counterparts. 'Becoming Catawba' examines the lives and legacies of women who executed complex decision-making and diplomacy to navigate shifting frameworks of kinship, land ownership, and cultural production in dealings with colonial encroachments, white settlers, and Euro-American legal systems and governments from the mid-sixteenth century to the early nineteenth century. Personified in the figure of Sally New River, a Catawba leader to whom 500 remaining acres of occupied tribal lands were deeded on behalf of the community in 1796 and which she managed until her death in 1821, Bauer reveals how women worked to ensure the survival of the Catawba people and their Catawba identity, an effort that resulted in a unified nation. Bauer's approach is primarily ethnohistorical, although it draws on a number of interdisciplinary strategies. In particular, Bauer uses 'upstreaming,' a critical strategy that moves towards the period under study by using present-day community members' connections to historical knowledge-for example, family histories and oral traditions-to interpret primary-source data. Additionally, Bauer employs archaeological data and material culture as a means of performing feminist recuperation, filling the gaps and silences left by the records, newspapers, and historical accounts as primarily written by and for white men. This strategy functions in tandem with Bauer's use of the Catawba language to provide a window into Catawba identity, politics, and worldviews, and thus to decolonize Southern history. Both approaches work to decenter the experiences of the mostly male, mostly white people who dominate the histories of the period under study, allowing Bauer to foreground the concerns of Catawba women and their foremothers in the history of the region. Existing histories of the Catawba-and the Southeastern Indians in general-tend not to discuss women much at all, focusing instead on the traditionally male-dominated political and military interactions between Native men and European colonizers. Although there are book-length archaeological studies of the Catawba that engage with women's roles and activities, none of these assign agency or operate within a temporal frame as broad as Bauer's. The historical scope of 'Becoming Catawba' allows Bauer to demonstrate the evolving tensions between cultural change and continuity that the Catawba were forced to navigate, and to bring greater nuance to the examination of the shifting relationship between gender and power that lies at the core of the book. Ultimately, 'Becoming Catawba' effects a welcome intervention at the intersections of Native, women's, and Southern history, expanding the diversity and modes of experience in the fraught, multifaceted cultural environment of the early American South."--

Studies on subjective well-being derive from two main perspectives: hedonism and eudaimonism. The former emphasizes human search for pleasure and satisfaction The latter stems from Aristotle's concept of eudaimonia as the fulfilment of one's true nature, that includes both self-actualization and commitment to socially shared goals. The framework adopted in this book belongs to the eudaimonic approach, and it is grounded in the scientific tradition of bio-cultural studies. Most researchers agree that humans are living systems equipped with biological and cultural features. Theoretical approaches however differ in their emphasis on the role and relevance of biology and culture in influencing human behavior. In particular, the impact of culture and social norms on individual behavior and quality of life can hardly be overestimated. Day by day, people acquire cultural information from their social contexts by means of various forms of learning, and they subsequently replicate and transmit it. These cultural constraints can be used as objective indicators to evaluate quality of life and well-being, but they are not sufficient to grasp the real life conditions of an individual. This book introduces a third perspective in this debate: it emphasizes the role of individuals as active agents in shaping their cultural environment and in promoting both their own development and culture complexity. Each person within her culture has a more or less wide extent of autonomy and freedom in facing challenges and in discovering opportunities in daily activities, in interpreting life events and in setting self-selected goals. Far from simply being recipients and vehicles of cultural information, human beings actively take part in the process of cultural transmission and change. A process of psychological selection takes place at the individual level, promoting the differential reproduction of cultural information units. A great number of cross-cultural studies have been conducted, in order to detect the basic criterion which guides this process. Results show the paramount role played by the quality of experience people associate with their daily activities and social contexts. In particular, individuals preferentially select and cultivate activities connected with optimal experience, or Flow, in which individuals describe themselves as active and deeply involved in the task at hand, excited and relaxed at the same time. In optimal experience people perceive high challenges in the activity, and adequate personal skills in facing them. They report engagement, activation, enjoyment, and autonomy. However, provided that individuals play a central role in the process of cultural transmission and change, they should be supported in finding in meaningful and socially relevant challenges. From childhood, citizens should be exposed to opportunities for engagement, enjoyment and optimal experiences in socially useful activities. They should be taught to appreciate the development potential embedded in agency and co-operation towards community objectives. Intrinsic motivation and the autonomous search for meanings and goals should be sustained. The individual effort and ability to find a personalized way toward well-being and complexity have to be primarily supported. At the social level, the individual tendency to pursue self-selected goals and personal wellbeing could be channelled to foster at the same time co-operation and community empowerment. In this historical period it is of paramount importance for positive psychology to contextualize the study of individual well-being within the broader perspective of social empowerment and cultures' cooperation. Following the long tradition initiated by Aristotle with his studies on virtues and ethics, we strongly believe in the human potential to match the pursuit of optimal experiences and personal wellbeing with agency and the active contribution to the empowerment of societies.

— Scanning the Symposium -- I Multimedia Communications Systems -- 1 Multimedia Networks and Systems -- Video On Demand: Killer App or Siren's Song? -- ATM-Based System Architecture for Multimedia Networking -- Kaleido: A System for Dynamic Composition and Processing of Multimedia Flows -- A Synchronous Multimedia Communication System over N-ISDN — Design and Implementation of Networked Collaborative Environment -- Distant and Local Aspects of Exchanging Real-Time Multimedia Information within Distributed Classroom Communication Subsystem -- Analysis of MPEG-1 Video Transmission over a Shared Ethernet LAN -- MPEG Video for LAN-Based Video Conferencing -- Suitability of TINA for VDT and Interactive Services -- A Multiway Talk Protocol -- 2 Performance Issues in Multimedia Networks -- Effects of Smoothing on End-to-End Performance Guarantees for VBR Video -- Detection and Control of Bursty Video and Packet Data Traffic -- A Traffic Descriptor-Based Flow Control Scheme for Efficient Video Transmission over ATM -- End-to-End QoS Management for Adaptive Video Flows -- A Dynamic Routing Scheme for Multimedia Traffic -- Resource Optimization in Video-On-Demand Networks -- End User Receptivity: An Important Factor in the Design of a Distributed Multimedia System -- 3 Multimedia Synchronization -- Synchronization Issues on Software MPEG Playback Systems -- Adaptive Synchronization in Real-Time Multimedia Applications -- A Synchronization Mechanism for Multimedia Presentation -- 4 Video Server Architecture and Implementation -- Architecting Video-On-Demand Systems: DAVIC 1.0 and Beyond -- Business Video Server: The LAN/WAN Connections -- The Block Allocation Problem in Video Servers -- A Movie-Scheduling Policy for Video-On-Demand Systems -- Performance and Guaranteed Quality of Service for AT&T Multimedia Communication Systems -- Architectural Trade-Offs for Implementing Video Encoders -- II Video Coding -- 5 Object- and Model-Based Video Coding -- Model-Based Video Coding — Some Challenging Issues -- Exploitation of Spatio-Temporal Inter-Correlation among Motion, Segmentation and Intensity Fields for Very Low Bit Rate Coding of Video -- Morphological Moving Object Segmentation and Tracking for Content-Based Video Coding -- Segmentation of Image Areas Changed Due to Object Motion Considering Shadows -- Object-Scalable Content-Based 2-D Mesh Design for Object-Based Video Coding -- A Region-Based Video Coder Using a Forward Tracking Active Mesh -- 6 Audio-Visual Interaction in Multimedia Communications -- Automatic Lipreading Research: Historic Overview and Current Work -- On the Production and the Perception of Audio-Visual Speech by Man and Machine -- Perceptual Quality Evaluation of Low-Bit Rate Model-Assisted H.261-Compatible Video -- Speech Assisted Motion Compensation in Videophone Communications -- Cross-Modal Predictive Coding for Talking Head Sequences -- 7 Video Coding Algorithms -- Time-Varying Motion Estimation on a Sequence of Images -- A Logarithmic-Time Adaptive Block-Matching Algorithm for Estimating Large-Displacement Motion Vectors -- Pruned Tree-Structured Vector Quantization in the Higher Frequency Video Sub bands -- A Cellular Connectionist Architecture for Clustering-Based Adaptive Quantization with Application to Video Coding -- A Comparative Study of Existing Approaches for Moving Picture Fractal Coding Using I.F.S. -- 8 Standards and New Directions of Video Coding -- Status and Direction of the MPEG-4 Standard -- A Rate-Constrained Encoding Strategy for H.263 Video Compression -- Stereoscopic Video Coding -- Compressed-Domain Content-Based Image and Video Retrieval -- III Interactions between Video Coding and Network Control -- 9 Video Transmission over ATM Networks -- Statistical Analysis of MPEG2-Coded VBR Movie Source -- Source Traffic Descriptor for VBR MPEG in ATM Networks -- GoP-Scale Rate Shaping for MPEG Transmission in the B-ISDN -- Joint Encoder and VBR Channel Optimization with Buffer and Leaky Bucket Constraints -- Modeling Two-Layer MPEG-2 Video Traffic -- Transport of Scalable MPEG-2 Video over ATM Based Networks -- Distortion Policy of Buffer-Constrained Rate Control for Real-Time VBR Coder -- 10 Video Transmission over Wireless Networks -- MPEG-2 Based Digital Video Transmission over Satellite Channels -- Data Partitioning and Unbalanced Error Protection for H.263 Video Transmission over Wireless Channels -- A Real-Time Software Based End-to-End Wireless Visual Communications Simulation Platform -- 11 Video Coding for Time Varying and Lossy Channels -- The Interaction of Source and Channel Coding in Wireless and Packet Video -- Scalable Video Coding with Multiscale Motion Compensation and Unequal Error Protection -- A Generalized Framework for Scalable Video Coding -- Digital Image Coding for Robust Multimedia Transmission -- Enhancement of DCT-JPEG Compressed Images.

The book shows a very original organization addressing in a non traditional way, but with a systematic approach, to who has an interest in using mathematics in the social sciences. The book is divided in four parts: (a) a historical part, written by Vittorio Capecchi which helps us understand the changes in the relationship between mathematics and sociology by analyzing the mathematical models of Paul F. Lazarsfeld, the model of simulation and artificial societies, models of artificial neural network and considering all the changes in scientific paradigms considered, (b) a part coordinated by Pier Luigi Contucci on mathematical models that consider the relationship between the mathematical models that come from physics and linguistics to arrive at the study of society and those which are born within sociology and economics, (c) a part coordinated by Massimo Buscema analyzing models of artificial neural networks, (d) a part coordinated by Bruno D`Amore which considers the relationship between mathematics and art. The title of the book "Mathematics and Society" was chosen because the mathematical applications exposed in the book allow you to address two major issues: (a) the general theme of technological innovation and quality of life (among the essays are on display mathematical applications to the problems of combating pollution and crime, applications to mathematical problems of immigration, mathematical applications to the problems of medical diagnosis, etc.) (b) the general theme of technical innovation and creativity, for example the art and mathematics section which connects to the theme of creative cities. The book is very original because it is not addressed only to those who are passionate about mathematical applications in social science but also to those who, in different societies, are: (a) involved in technological innovation to improve the quality of life, (b) involved in the wider distribution of technological innovation in different areas of creativity (as in the project "Creative Cities Network" of UNESCO). TOC: Mathematics and Society Preface Vittorio Capecchi, Massimo Buscema, Pierluigi Contucci, Bruno D`Amore 1- Vittorio Capecchi: Historical Introduction Section I (mathematics and models) 2- Pierluigi Contucci, Ignacio Gallo, Stefano Ghirlanda: "Equilibria of culture contact derived from ingroup and outgroup attitudes" 3- Oscar Bolina: "Society from the Statistical Mechanics Perspective" 4- Anna M. Borghi, Daniele Caligiore, Claudia Scorolli: "Objects, words, and actions. Some reasons why embodied models are badly needed in cognitive psychology." 5- Luca Desanctis, Stefano Ghirlanda: "Shared culture needs large social networks" 6- C. Gallo: "Mathematical models of financial markets" 7- F. Gallo, Pierluigi Contucci, A. Coutts, Ignacio Gallo: "Tackling climate change through energy efficiency: mathematical models to offer evidence-based recommendations for public policy" 8- Simone Sarti, Marco Terraneo: "An application of the multilevel regression technique to validate a social stratification scale" 9- Robert B. Smith: "The Academic Mind Revisited: Contextual Analysis via Multilevel Modeling" Section III (mathematics and neural networks) 10 - Massimo Buscema: "The General Philosophy of the Artificial Adaptive Systems" 11 - Massimo Buscema, Pier Luigi Sacco: "Auto-Contractive Maps, the H Function and the Maximally Regular Graph (MRG): a new methodology for data mining" 12- Massimo Buscema, Pier Luigi Sacco: "An Artificial Intelligent Systems Approach to - Unscrambling Power Networks in Italy`s Business Environment" 13- Giulia Massini: "Multi - Meta SOM" 14- Massimo Buscema: "How to make data mining: The Persons Arrested Dataset" 15- Enzo Grossi: "Medicine and Mathematics of Complex Systems" 16- Massimo Buscema, Enzo Grossi: "J-Net System: a new paradigm for Artificial Neural Networks applied to diagnostic imaging" 17 - S. Tangaro, R. Bellotti, F. De Carlo, G. Gargano: "Digital Image Processing in Medical Applications" Section III (mathematics and art) 18 - Giorgio T. Bagni: "Mathematics, Art, and Interpretation: an Hermeneutic Perspective" 19- Giorgio Bolondi: "Point, line and surface, following Hilbert and Kandinsky" 20- Bruno D`Amore: Figurative arts and mathematics: pipes, horses, triangles and meanings A contribution to a problematic theory of conceptual meaning, from Frege and Magritte up to the present time" 21- Michele Emmer: The idea of space in art, technology and mathematics" 22- Raffaele Mascella, Franco Eugeni,e Ezio Sciarpa: "Mathematical structures and sense of beauty" 23- Monica Idà: "Visual impact and mathematical learning" 24- Marco Pierini: "Art by Numbers.Mel Bochner, Roman Opalka and other Philarhythmics" 25-Aldo Spizzichino: "My way of playing with the computer. Suggestions for a personal experience in vector graphics" 26- Gian Marco Todesco: "Four dimensional ideas" 27- Igino Aschieri, Paola Vighi: "From Art to Mathematics in the paintings of Theo van Doesburg" Editors`s biographies

The 1995 Fourth World Conference on Women (the "Beijing Conference") was a landmark in policy terms, setting a global policy framework to advance gender equality. Ten years after Beijing, in March 2005, the UN's Commission on the Status of Women presided over an intergovernmental meeting in New York to review the progress achieved on the commitments made in the Beijing Declaration and Platform for Action. This "Plus 10" event was decidedly low key. Its aim was not agenda setting but agenda confirming; not policy formulation, but policy affirmation. Whether it proves to be part of an ongoing worldwide movement in support of gender equality, or whether it marks the decline of that process, is a question that many in international women's movements are asking. This paper, drawing on research undertaken for the UNRISD report, Gender Equality: Striving for Justice in an Unequal World, reflects on the ambivalent record of progress achieved by women over the last decades and considers how the policy environment has changed over the period since the high point of the global women's movements. Drawing on a number of commonly employed indicators of "women's progress", the paper argues that the record of achievement regarding gender equality is more ambivalent, and the causal influences more diverse and less unidirectional than is sometimes assumed. It also argues that development policies have an important role to play in securing outcomes, and that the first phase of the structural reforms (dating from the early 1980s) was in many respects negative for women. In the ten years since the Beijing Conference there have been some significant shifts in international development policy along with a growing appreciation of the need to develop gender aware policies. By the end of the 1980s, "market fundamentalism" and shock therapy had lost much of their appeal, opening up a space for new ideas and approaches in development policy and practice. Growing discontent over the social effects of the reforms, as well as criticism from leading economists in the international financial institutions (IFIs) have brought about a policy shift, which is sometimes referred to as the "Post-Washington Consensus". The new policies have shown a willingness to give social and political concerns greater attention, expressed under indicative headings such as "social capital" and "good governance". Social policy and, in particular, poverty relief have moved up the scale of international priorities in the 1990s. But behind the apparent consensus forged by a shared vocabulary of "poverty" and "social protection", there are conflicting understandings of social policy based on different values, priorities, and understandings of state responsibility. There are serious concerns over whether sustainable routes out of poverty are being provided or can be provided in the absence of appropriate job creation measures and regional regeneration. Given women's greater share of responsibility for unpaid care work and their less advantageous access to cash and income-earning opportunities, the redefining of state responsibility and the greater role given to market forces is likely to impact adversely on their time and their access to social benefits. The retreat from market fundamentalism has seen a partial rehabilitation of the state as a significant actor in development, and emphasis has been placed on "good governance" through democracy, participation, decentralization and community ownership. A broad understanding of a "good governance" agenda would embrace political liberalization, participation, human rights, and address problems of social inequality as part of a fundamental commitment to democracy. Such an agenda would encompass the kinds of issues of state legitimacy, capacity and accountability that social movements and women's movements have confronted for decades. Although governance reforms can and should address issues of government legitimacy and the public participation of socially excluded groups, they have often been dominated by a much narrower preoccupation. Hence, while the recent donor attention to the question of "good governance" is to be welcomed, much depends on how it is interpreted. A great deal depends on whether the democratization of politics and the participation of marginalized social groups are seen as integral to reform objectives and are embraced in institutional change; and on whether reducing social and gender inequalities are among the core principles guiding the programme of state institutional transformation. There are aspects of the current international political climate that place limits on this occurring, namely the rise to political power of conservative forces in the US and elsewhere, and the attacks of 9/11. While the first has seen the adoption by the US of conservative policies with respect to women's reproductive and sexual rights, supported by religious forces, the latter has focused more attention and funding on "security" at the expense of development and human rights. The paper examines how this ensemble of changing international policy and political climate over the past decade has given rise to new issues and challenges for those active in global women's movements.

Communications and information technology for persons with disabilities — The Canadian national strategy as an example -- An intelligent information system for blind people — AI technology and philosophical aspects -- Adapting graphical user interfaces for use by visually handicapped computer users: Current results and continuing research -- Training blind people in the use of graphical user interfaces -- Artificial visual speech synchronized with a speech synthesis system -- Notational representation of sign language: A structural description of hand configuration -- Further advances in real-time voice to text with steno interpreters -- A uniform control interface for various electronic aids -- An integrated system for communication and equipments control using radio link -- Autonomy — A flexible and easy-to-use assistive system to support the independence of handicapped and elderly persons -- Screen Reader/2 — Programmed access to the GUI -- Designing an offscreen model for a GUI -- Screen reader for Windows based on speech output -- The New Wireless LinguControl -- The FeelMouse: Making computer screens feelable -- Unexpected benefits of Voice Type computing -- Robot control methods using the RAID workstation -- The ultrasonic navigating robot, WALKY -- NavChair: An example of a shared-control system for assistive technologies -- Using spatial audio for the enhanced presentation of synthesised speech within screen-readers for blind computer users -- Multimodal concept for a new generation of screen reader -- Auditory extension of user interfaces -- An attempt to define fully-accessible workstation levels of accessibility -- Graz Brain-Computer Interface (BCI) II -- Human-computer interfacing for the severely physically disabled -- Day and assessment training technology centres -- The North America association of rehabilitation programs in computer technology seeks to network with other training programs -- Disability and rehabilitation database in Chinese language -- Toward a single global market for assistive technology -- Using structure within electronic documents to make editors more accessible -- Distinguishing pattern-types in printed documents -- Structuring documents: the key to increasing access to information for the print disabled -- Study Center for Visually Impaired Persons supportive system for blind and partially sighted Students at the University of Karlsruhe/Germany -- Support Centre for Visually impaired Students -- Educational endeavour "Computer Science for the Blind" state of the art and experiences in supporting visually handicapped students -- Modellversuch "Informatik für Blinde" -- Cottage industry at NewLink -- Telework for Handicapped people: an experience -- Ableprofessionals: A recruiting and accommodation service for Atlanta employers -- "NewsReader" — a comfortable digital newspaper and bookreading system -- Digital talking books — a report from a practical, ongoing project -- The electronic kiosk accessing newspapers with electronic media -- Students support services at a scientific university -- Assistive technology in us higher education: The University of Wisconsin-Whitewater experience -- Leadership and Technology Management (LTM) the strategic management of technology in a consumer-driven environment -- Multimedia information system on assistive devices -- REHA — A multimedia system to learn about IT-systems for disabled persons -- Introducing voice control — Widening the perspective -- Mathtalk: The design of an interface for reading algebra using speech -- A method of access to computer aided software engineering (CASE) tools for blind software engineers -- Automatic image processing in developmental testing of visual-motor integration -- Computer neuropsychological training in mentally retarded children -- Computer training in cognitive remediation of the traumatic head injured -- Computer utilisation for speaking re-education -- The effectiveness of the Intonation Meter for teaching intonation to deaf persons -- Application of Artificial Intelligence methods in a word-prediction aid -- Speech therapy, new developments and results in LingWare -- Projective display of document information by parametric sound beam -- Synthesizing non-speech sound to support blind and visually impaired computer users -- Stereo sound board for real time auditory coding of visual information -- DHT — Diary handy terminal — for evaluating fluctuations in patients with Parkinson's disease (PD) -- Development of the system to teach the bedsore prevention method for wheelchair users -- Development of the bedsore alarm system using microcomputer for wheelchair users -- A case study of computer analysis of the arthritic user in rehabilitation engineering -- Evaluation of Ergolab -- Dynamic displays: the changing face of augmentative communication -- BLISSVOX — Voice output communication system for teaching, rehabilitation, and communication -- Access to the text component of multimedia conversation services for non-speaking people with severe physical disabilities -- Protocolling the TINATEL-System: A contribution for long term evaluation of an AAC-system for speech impaired persons to access the public telephone network -- The conventional Braille display state of the art and future perspectives -- The concept of a full screen tactile display (FSTD) driven by electrochemical reactions -- Displaying laterally moving tactile information -- A new architecture conception for a two dimensional tactile display -- Tactison: a multimedia learning tool for blind children -- Fortec's efforts to support mainstream education through research and technology development -- Providing assistive technology training to a rural school of education through an in-direct service strategy -- The CORES project -- Real time HCI and limits of human performance -- Computer and Computer Communication Guidance Centre for the Disabled -- Assistive technology in the public schools -- ADAMLAB Educational agency designs Voice Output Communication Aid -- Large print desktop-publishing by PC for the partially sighted -- A new approach in designing low vision aids (LVA) -- Multimedia authoring systems for constructing education packages for Special Needs Education -- Computer-aided Instruction with blind persons on an audio-tactile basis -- Authoring software in special education -- Radio computer communications network for disabled people -- An investigation of Global Positioning System (GPS) technology for disabled people -- Telecommunity telecommunication for persons with mental retardation — A Swedish perspective -- Tactile-audio user interface for blind persons -- Computer-aided access to tactile graphics for the blind -- Braille reader -- Computer camp for the handicapped and their family members -- SMLLSTPS: the software version of the Macquarie Program, a computerized child assessment system -- Development and use of a speech recognition system for physically handicapped users -- Head mounted accelerometers in the control of a video cursor -- Computer assisted training programme for early intervention for children with mental retardation.

This volume explores emerging research and pedagogy in analytics, collaboration, and decision support with an emphasis on business intelligence and social media. In general, the chapters help understand where technology involvement in human decisions is headed. Reading the chapters can help understand the opportunities and threats associated with the use of information technology in decision making. Computing and information technologies are reshaping our global society, but they can potentially reshape it in negative as well as positive ways. Analytics, collaboration and computerized decision support are powerful decision aiding and decision making tools that have enormous potential to impact crisis decision making, regulation of financial systems, healthcare decision making and many more important decision domains.Many information technologies can potentially support, assist and even decide for human decision makers. Despite the potential, some researchers think that we know the answers to how these technologies will change society. The 'Wisdom of Crowds' or 'Big Data' become the topic of the day and are soon replaced with new marketing terms. In many ways, mobile technology is just another form factor to adapt decision support capabilities too and experiment with new capabilities. The cloud is a nebulous metaphor that adds to the mystery of information technology. Wireless technology enables the ubiquitous presence of analytics and decision support. With new networking capabilities, collaboration is possible anywhere and everywhere using voice, video and text. Documents can be widely shared and massive numbers of documents can be carried on a small tablet computer. Recent developments in technologies impact the processes organizations use to make decisions. In addition, academics are looking for ways to enhance their pedagogy to train students to be more adept in understanding how emerging technology will be used effectively for decision making in organizations.The chapters are based on papers originally reviewed at the Special Interest Group on Decision Support Systems (SIGDSS) Workshop at the 2013 International Conference on Information Systems (ICIS 2013). Ultimately this volume endeavors to find a balance between systematizing what we know, so we can teach our findings from prior research better, and stimulating excitement to move the field in new directions. Lakshmi Iyeris an Associate Professor and Director of Graduate Programs in the Information Systems and Supply Chain Management Department, Bryan School of Business and Economics at the University of North Carolina Greensboro (UNCG). She received her Ph.D. in Business Administration from the University of Georgia, Athens, GA and her M.S. in Industrial Engineering from the University of Alabama, Tuscaloosa. Her research interests are in the area of business analytics, knowledge management, emerging technologies its impact on organizations and users, and diversity in computing. Her research work has been published in or forthcoming in Communications of the AIS, Journal of Association for Information Systems, European Journal of Information Systems, Communications of the ACM, Decision Support Systems, eService Journal, Journal of Electronic Commerce Research, International Journal of Business Intelligence Research, Information Systems Management, Journal of Global Information Technology and Management, and others. She is a Board member of Teradata University Network, Chair of the Special Interest Group in Decision Support and Analytics (formerly SIGDSS), and served as research track co-chair for BI Congress.Dr. Iyer is also involved in community engaged outreach and scholarship that furthers the role of women in IT (wiit.uncg.edu). She is a member of the American Association of University Women (AAUW) and received the Dr. Shirley Hall Award from AAUW Greensboro Branch in April 2011 for exemplary contribution to enrich STEM education for women. She is founder and Director of the 'IT is for Girls' at UNCG, an outreach program for middle and high-school girls that aims to increase their awareness about education and career paths in computing. She has received funding from AAUW, National Center for Women in IT (NCWIT) and from foundations to offer STEM events for young women. Dr. Iyer serves as a co-chair of the Association of Information Systems' (AIS) task force on Women in IS to enhance the outreach efforts of AIS to women in Information Systems (IS) based on systematic assessment of the current status of women in IS, globally, including students (both current and potential) and professionals in academia, corporate, and non-profit organizations with the intent to creating a nurturing, supporting environment conducive to enhancing the growth and success of women in IS field.Daniel J. Poweris a Professor of Management and Information Systems at the College of Business Administration at the University of Northern Iowa, Cedar Falls, Iowa and the Editor of DSSResources.COM, the Web-based knowledge repository about computerized systems that support decision making, the editor of PlanningSkills.COM, and the editor of DSS News, a bi-weekly e-newsletter. Dan writes a regular column in Decision Support News. Also, Dan is a blogger on the Business Intelligence Network.Since 1982, Daniel Power has published more than 50 articles, book chapters and proceedings papers. His articles have appeared in leading journals including Decision Sciences, Decision Support Systems, Journal of Decision Systems, MIS Quarterly, Academy of Management Review, Communications of the Association for Information Systems and Information and Management. He is also co-author of a book titled Strategic Management Skills and he has authored four books on computerized decision support. His DSS Concepts book (2002) titled Decision Support Systems: Concepts and Resources for Managers is a broad ranging scholarly handbook on the fundamentals of building decision support systems. His expanded DSS Framework has received widespread interest. His latest book from Business Expert Press is titled Decision Support, Analytics, and Business Intelligence.Professor Power is the Editor-in-Chief of the Journal of the Midwest Association for Information Systems (JMWAIS), a member of two academic journal editorial boards, and was the founding section editor of the ISWorld pages on Decision Support Systems Research and was founding Chair of the Association for Information Systems Special Interest Group on Decision Support and Analytics (SIG DSA). Also, Professor Power was the founding President of the Midwest United States Chapter of the Association for Information Systems (MWAIS) and served as the at-large member of the Board of Directors.In 1982, Professor Power received a Ph.D. in Business Administration from the University of Wisconsin-Madison. He was on the faculty at the University of Maryland-College Park from 1982 to 1989. Dr. Power has been a visiting lecturer at universities in China, Denmark, Ireland, Israel, and Russia. Power has consulted with a number of organizations and in Summer 2003 he was a Visiting Faculty Research Fellow with the U. S. Air Force Research Lab Information Directorate (AFRL/IF).Dr. Power is a pioneer developer of computerized decision aiding and support systems. During 1975-77, he developed a computerized system called DECAID, Decision AID. In 1981-83, he reprogrammed and expanded the system for the Apple II PC.

Inhaltsangabe: To introduce this work the author refers to the World Economic Forum Annual Meeting 2011, which took place in Davos from the 26th - 30th of January 2011, its agendas and reports (The World Economic Forum, 2011). At first view this meeting looks like a get-together of several leaders from different backgrounds, meaning leaders from different industries as well as political and religious leaders. But the huge amount of attendees and their position in the world turns this get-together into a platform to discuss strategies and solutions for the world's future economy and how to overcome the latest issues regarding the financial crisis. The theme of this year's meeting was 'Shared norms for a new reality', indicating, that the world has reached a turning point where change is important to assure a sustainable future. Abhisit Vejjajiva, Prime Minister of Thailand, for example states 'Governments and businesses should start revising their social contracts with their stakeholders in the light of the new realities of the post-crisis world". Furthermore his concern is that today's leaders are mostly just focused on the short-term success, due to the high pressure from their shareholders and thus work in their own borders without caring about the common good outside the borders in order to generate sustainable success. This concern gets a higher emphasis by Indra Nooyi, Chairman and CEO of PepsiCo, who actually attacks today's businesspeople and want to send them back to university because they just aim for short-term profits, rather than worrying about a sustainable future. In addition it is about the future leadership role of China considering multi stakeholders to achieve win-win solutions (Victor Chu, First Eastern Investment Group), leadership for people (Christine Lagarde, French Minister of Finance) and finally an optimistic outlook for the future, especially Europe, and the request of change and more transparency by David Cameron, Prime Minister of the United Kingdom. At the end buzzwords like stakeholders, sustainability, partnership, social responsibility, growth, balance and responsible leadership, just to name a few, can be found throughout all statements. As a matter of course all these statements are in a broader context meaning global issues, but can easily transferred to normal businesses. Reason for this project: Sustainability has become, as seen above, a huge topic paired with a more social behaviour for the common good and let the feeling arise that a new era has begun, that some of the main leaders have started to develop a new 'Zeitgeist". The question now is how this dissertation can contribute to the on-going change in order to achieve sustainable success. Sustainable success is depended on the competitive advantages, which is often tried to gain through reengineering, process improvement, etc. According to Huber, Scharioth, Pallas (2004) this is initially a good idea, but even if there are differences putting these into practice, the performance standard is often quite similar and the competitive advantage, which is won by these initiatives, is not as significant as desired. That is why they are putting the emphasis on stakeholder management with the purpose to not left the relationships with stakeholders on its own. Stakeholder management is actually an idea developed within the 80's by Freeman (1984) in order to strategically align the stakeholder's interest, using a rough framework, finally resulting in improved success (Stoney Winstanley, 2001). Success is nowadays often seen in form of financial benefits and at least in this point Berman, Wicks, Kotha, Jones (1999) see a positive impact on the part of stakeholder management. Nonetheless sustainable success is not just about finances and thus it is interesting to investigate what sustainable success is and how stakeholder management nurtures all its components. But why is each stakeholder so important? Giving some examples according to Huber, Scharioth, Pallas (2004), it points out that no matter if employees or suppliers they all have an essential impact on the business. Employees for instance have a high impact on the customer retention and company's profitability (improvement of 20% - 50%) and therefore put before customer by Nayar (2010). On the other hand suppliers need a lot of attention, due to 'Outsourcing', 'Lean' and scarcity of raw materials, to get required quality, quantity and delivery time. But also other external stakeholders are from high importance to avoid higher financial risks, as already pointed out in the 1990s by McGuire in Savage, Nix, Whitehead, Blair (1991), and thus must be managed well in order to not loose the support of a specific group and thus getting hindered on the journey to sustainable success (Reynolds, Schultz, Hekman, 2006). This is where 'managing", also understood as 'balancing" (Avery, 2005), the different interests comes into play, whereas it can become difficult, if the company is highly depending on one specific stakeholder. This could be an investor, who is holding a lot of shares, or a supplier, who is having a monopole, leading to generated bias and an exposure of sustainability (Savage, Nix, Whitehead, Blair, 1991). Furthermore a company or a company network respectively, is seen as an alliance of stakeholders (Freeman, Harrison, Wicks, 2007), and their sustainable success is ensured by sticking together and behaving like a moving target (De Wit Meyer, 2005), in order to withstand evolutions in the industry and the corresponding challenges. It also could be refereed to a company as organisation, an amalgamation of people or groups of people with the aim of accomplishing productive activities, which is seen as difficult on an individual basis (Chemers, 1997). However there are also arguments against stakeholder management as enabler for sustainable success (Stoney Winstanley, 2001), at which the only purpose of a company is seen by Friedman (1962) in Stoney Winstanley (2001) in making profit and thus stakeholder management is an attack on the individual wealth of shareholders (Sternberg, 1997). In addition stakeholder management has found one of its biggest critics in Stoney Winstanley (2001) who complain about the complexity of this approach and finally its misuse as just a new tool to control the participants. Nonetheless these concerns are generally based on traditional and old-fashioned views and the question arises if the time is ripe for change, meaning the move away from just sustainable shareholder success. Considering the criticism above it seems that one of the biggest drawbacks of stakeholder management is the actual realisation, meaning the consideration of everyone's interest. This is why De Wit Meyer (2005) see good leadership skills as crucial to balance the discrepancies mostly between shareholders and other stakeholders, and lead through an alliance with different partners, affected by mistrust, due to fear that others always want a bigger part of the cake. So one major pitfall of leaders regarding stakeholder management is that of avoiding bias. There are differences between the stakeholders, for instance regarding the flexibility. Employees are mostly depending on their workplace, whereas shareholders can always choose from a wide range or portfolio of possible investments and therefore the risk of favouring shareholders is quite high (De Wit Meyer, 2005), caused in their higher direct influence (Savage, Nix, Whitehead, Blair, 1991). Additionally it should be born in mind that CEO's and the board often hold a share of the own company or are even obligated to, according to several financial reports (e.g. Finsbury, Reckitt Benckiser). Thus the own opulence is affected by the profitability of the company. In this case a bias is self-evident. On the other hand advocates of stakeholder management see the necessity for shareholder value (Freeman, Harrison, Wicks, 2007), but state that it can be just sustainably realised if it is not seen as the main purpose, according to William George, chairman of Medtronic, in De Wit Meyer (2005). Instead of focusing on shareholder value, the actual focus should be concentrated on 'customer satisfaction" and 'integrity" as stated by Porras Collins (2005). In addition a motivated workforce can be seen as a crucial aspect of sustainable success, due to difficulties of competitors to copy it (De Wit Meyer, 2005). Buying in the workforce, but also other stakeholders, by creating a vision, maintaining it and finally make it live through the whole company is seen as one of the major and most difficult tasks of a leader (Ware, Michaels, Primer, 2004) and thus leaders often lacking clear direction during this task and therefore fail (Wheeler, Fabig, Boele, 2002). In order to make the organisation in a highly competitive market successful it is important to have a stable financial support, but also a highly trained and motivated workforce (Post, Preston, Sachs, 2002), often requiring a crucial change in the fundamental structure, like financial and/or ownership model (Avery, 2005). These changes are hindered by insufficient human resource models and techniques, the question how to get the employees aboard and finally the persuasion of the upper management, shareholders, etc. (Simmons, 2003). This can be eased the more the leader is convinced of the performance improvement using stakeholder management (Stoney Winstanley, 2001). The fact that people already having assets and power are not willed to share this (Gamble Kelly, 1996) and thus will defend it with all legal means or maybe also illegal, does not make it easier for the leader to put stakeholder management through. The globalisation and the expansion of companies throughout the world held another challenge for the leaders. Business policies must be kept flexible, as basis to deal with different countries, cultures and thus unusual competitive and social conditions and at the same time stick to the fundamental values and principles of the organisation (Post, Preston, Sachs, 2002). Talking about flexibility, it is important to see the flexibility of stakeholders in terms of changing from a supporting to a hampering position (Savage, Nix, Whitehead, Blair, 1991) and therefore the necessity to always reassess the importance and influence of stakeholders (Reynolds, Schultz, Hekman, 2006). In addition leaders need to focus on the right stakeholders in the right situations, different from the CEO of Eastern Airlines who was focusing during a strike just on the stakeholders with the loudest voice, and thus ran into serious trouble regarding the other parties of the strike (Savage, Nix, Whitehead, Blair, 1991). Additionally an issue arises that stakeholder may get the feeling that the decision-making regarding stakeholders is negatively influenced by divisibility of resources, saliency, incentives and sanctions (Ogden Watson, 1999) and let fade away the initial willingness to find a fair balance (Reynolds, Schultz, Hekman, 2006). This is why leaders must be prepared for the future challenges, which are a lot more complex, due to a wider range of expectations by the stakeholders, globalisation and more common pressing problems. So finally wrap the power of all stakeholders to a 'value network", considering the creation of social capital and a benefit for every participant (Maak, 2007) is the responsibility of the leader. Stakeholder Management provides a framework, a concept, which can be used by leaders, who are at the end the persons decide how stakeholder management is understood and what is the driving motivation behind its implementation (Stoney Winstanley, 2001). It was even thought about legislating SM and thus make it compulsory for companies, what is seen critical by Stoney Winstanley (2001), because in their opinion company's leaders should practice stakeholder management voluntary and chose their driver for motivation themselves. Today's environment and the resulting circumstances are continuously changing and require a leader who is always questioning the current status of a company and its direction in a constructive and meaningful way (Ware, Michaels, Primer, 2004). Therefore the leader is seen as a key catalyst in defining success of a company (Shinkle, Gooding, Smith, 2006) and also in order to make change happen to the benefit of sustainable success. Seeing sustainable success as a long-term goal leaders are confronted and hindered by external requirements, like the publication of financial reports (Avery, 2005) and thus it becomes a challenge for them to remain committed and thus have the required authentic 'tone at the top" (Freeman, Harrison, Wicks, 2007). They will decide about success or failure of changes while acting as a role model and therefore have the requirement of caring about ethics and social responsibility, rather than just on making quick money. Finally it is about the ensemble of stakeholders and leaders who need a practical guideline to make their contribution for the organisation's and common good, leading to the following research question and its supporting objectives. Research content: Research question: 'What elements and characteristics of leadership would help organisations to achieve missing sustainable success through effective stakeholder management?' Supporting objectives: - Investigate and define sustainable success, stakeholder management and leadership with the purpose to identify what is understood by it and what are their characteristics. - Investigate the correlations and dependencies between sustainable success and stakeholder management to approve their complementarity. - Identify how leadership can overcome possible barriers of balancing stakeholders and creating sustainable success. - Investigate existing guidance and frameworks for the creation of sustainable success, in order to underpin their validity or propose modifications. Scope: The scope of this work is chosen very broadly, due to the nature of the project and its research areas. It is about management in general and is not aiming to be specialised on a specific industry or region. Reason therefore is the involvement of several parties, eventually coming from different industries and indeed the globalisation that does not allow investigating management tools with a narrowed regional view. However the scope is laid on business organisations. Therefore the outcome is neither focused on politics, an area worth investigating in the context of stakeholder management, nor religion. Purpose and contribution: The purpose of this work is to show companies and their leaders a way to manage their stakeholders in form of a proposed framework, to achieve sustainable success. As already mentioned in the introduction, an atmosphere of departure has arisen, due to the last happenings within the economy as well as in the politics. The outcome of this work will be an initiation to change by showing leaders how their characteristics can help to establish a win-win situation between stakeholders. Furthermore it shows the need for today's leaders to care about all stakeholders and that this is not just a matter of instruments, concepts and tools to achieve a balanced stakeholder environment, it is more about the mind-set, behaviour and confidence of the leader itself. It requires a lot of energy and stamina to achieve sustainable success and leaders will face a lot of problems and confrontations. Presenting these issues and discuss them in depth will hopefully support them to defend their view of organisational success.Inhaltsverzeichnis:Table of Contents: LIST OF FIGURESVI LIST OF TABLESVII LIST OF ABBREVIATIONSVIII 1INTRODUCTION1 1.1BACKGROUND OF THE TOPIC AN REASON FOR ITS CHOICE1 1.1.1INITIATION FOR THE PROJECT1 1.1.2REASON FOR THIS PROJECT2 1.2RESEARCH CONTENT8 1.2.1RESEARCH QUESTION8 1.2.2SUPPORTING OBJECTIVES8 1.2.3SCOPE8 1.2.4PURPOSE AND CONTRIBUTION9 1.2.5CHAPTER OVERVIEW10 2THE MANUAL - RESEARCH METHODOLOGY12 2.1FOREWORD12 2.2RESEARCH THEORY12 2.2.1RESEARCH PHILOSOPHY12 2.2.2RESEARCH APPROACH14 2.2.3RESEARCH STRATEGY14 2.2.4THE TIME HORIZON15 2.2.5THE ENQUIRY16 2.3RESEARCH IN PRACTICE17 2.3.1RESEARCH AREA17 2.3.2RESEARCH GUIDELINE18 2.3.3RESEARCH INFORMATION RESOURCES21 2.3.4RESEARCH KEYWORDS24 2.3.5USABILITY OF DATA27 2.3.6HANDLING OF FINDINGS30 2.4CONCLUDING REMARKS31 3THE AIM - SUSTAINABLE SUCCESS32 3.1SUBSTANCE32 3.1.1THE COMPONENT SUCCESS32 3.1.2THE COMPONENT SUSTAINABILITY34 3.1.3THE OUTCOME SUSTAINABLE SUCCESS40 3.2THE IMPORTANCE OF SUSTAINABLE SUCCESS42 3.2.1GENERAL42 3.2.2AFFECTING PEOPLE42 3.2.3AFFECTING FINANCES43 3.2.4AFFECTING REPUTATION44 3.2.5AFFECTING ETHICAL RESPONSIBILITY45 3.2.6AFFECTING RESPONSE TO REGULATIONS AND LEGISLATIONS46 3.4BARRIERS OF ACHIEVING SUSTAINABLE SUCCESS48 3.5CONCLUDING REMARKS51 4THE TOOL - STAKEHOLDER MANAGEMENT52 4.1THE BASICS52 4.1.1DEFINITION52 4.1.2DISTINCTION OF STAKEHOLDERS54 4.1.3PRINCIPLES OF STAKEHOLDER MANAGEMENT58 4.1.4STAKEHOLDER MANAGEMENT THEORIES60 4.1.5PUTTING STAKEHOLDER MANAGEMENT INTO PRACTICE64 4.2LINK TO SUSTAINABLE SUCCESS65 4.3CONCLUDING REMARKS71 5THE ENABLER – LEADERSHIP72 5.1DEFINING LEADERSHIP72 5.2THE LINK OF LEADERSHIP TO STAKEHOLDER MANAGEMENT73 5.3REQUIRED LEADERSHIP CHARACTERISTICS76 5.3.1REALISTIC76 5.3.2INTELLECTUAL / NOUS77 5.3.3DISCLOSING78 5.3.4GENEROUS78 5.3.5GOOD FAITH79 5.3.6SOLID80 5.3.7VISIONARY82 5.3.8RIGHTEOUS83 5.5CONCLUDING REMARKS85 6THE PROPOSAL - TOTAL STAKEHOLDING86 6.1CRITERIA FOR USEABLE FRAMEWORKS86 6.2EXISTING MODELS87 6.2.1FREEMAN'S MODEL REDEFINED87 6.2.2THE EFQM-MODEL90 6.3THE DEVELOPED FRAMEWORK95 6.3.1GENERAL DESCRIPTION95 6.3.2USER'S MANUAL97 6.3.3STAKEHOLDER98 6.3.4LEADERSHIP101 6.3.5SUSTAINABLE SUCCESS101 6.3.6PLAN-DO-STUDY-ACT (PDSA)104 6.4DISCUSSION OF FRAMEWORKS AND VALIDITY OF THE PROPOSED108 6.5CONCLUDING REMARKS113 7DISCUSSION114 7.1SCOPE114 7.2SUSTAINABLE SUCCESS115 7.3STAKEHOLDER MANAGEMENT116 7.4LEADERSHIP118 7.5SPECIFIC LITERATURE119 7.6METHODOLOGY DATA COLLECTION120 8CONCLUSION122 9LIMITATIONS RECOMMENDATIONS FOR FURTHER WORK124 9.1RESILIENCE124 9.2QUADRUPLE BOTTOM LINE124 9.3GROWTH125 9.4CONTRACT THEORY125 9.5ORGANISATIONAL STRUCTURE126 9.6SCORING SYSTEM126 10REFERENCES127 11BIBLIOGRAPHY157 12APPENDICES157 12.1WAYS OF DATA COLLECTION157 12.1.1SURVEYS157 12.1.2CASE STUDIES158 12.1.3SECONDARY DATA158 12.2SEARCH STRING TABLE160 12.3DETAILED STAKEHOLDER LIST161 12.4STAKEHOLDER ALLOCATION TO SUSTAINABILITY ASPECTS169 12.5IDENTIFIED STAKEHOLDER BY FASSIN (2009)170 12.6RADAR ASSESSMENT FOR RESULTS171 12.7RADAR ASSESSMENT FOR ENABLER172Textprobe:Text Sample: Chapter 5.3.6, Solid: The personality of a leader decides whether the leader is anxious of loosing control and power, so that especially wrong strategic decisions are made due to prescient from involving others in the decision-making process (Delbecq, 2008) and not considering their opinion (Avery, 2005:216). Furthermore a strong leader's personality may benefit from a good sense of humour, suggested by (Kets de Vries, Doyle, Loper, 1994) as well as hope, that does not let him give up (Thomas Thomas, 2011). Hope is a crucial point in stakeholder management, with the aim to motivate and therefore overcome the difficulties of making it successful. But finally bravery is a personal characteristic that let the leader stand up fight for the right thing, an important step on the way to stakeholder management (Avery, 2005:79). Collins (2001:21) has done comprehensive research on great leaders and even though he just find a few of them he points out one important characteristic of great leaders: putting the greatness of the company above all. This also means to put it above the own interests, obviously a giant task and thus often doomed to failure. But this does not undermines the importance of this characteristic with regard to stakeholder management. To make this clockwork of stakeholders work the leader must put back the own interest for the benefit of the whole system. Even though it was stated in 4.2 that people are always selfish Mitchell, Agle, Wood (1997) bring forward enough opponents regarding this view, so that it finally depends on the values of the leader (Greer Downey, 1982). Solid in this case indicates that a leader is strong and self-confident in way that he can cope with the previous mentioned. All this results in a characteristic indicated as solid whereas the personality is strong enough to resist external influences. In addition it is pointed to the phrase 'solid as a rock". The leader must be the one standing out of the crowd at least for the followers and keep them grounded. In this position he act as a role model (Oakland, Tanner, Gadd, 2005) an attribute that plays a major role within stakeholder management and sustainable success. The tone at the top is crucial to buy in stakeholders, whereas they must believe in what they are doing to fulfil these expectations (Freeman, Harrison, Wicks, 2007). Being solid in this context also means, as a leader, to recognise that the values are not supported and thus a further collaboration is not efficient. Nonetheless being solid also refers to the time span a leader is staying in its position. In Germany the period in higher management change after 6.1 years whereas it was 8 years in 2003 (Handelsblatt, 2011). Against the trend it is more desirable that leaders stay longer because the biggest problem with changing executives is to find a new one, an undertaking that can become very expensive as well as bear risks (Kennedy, 2000). Research in the 90s showed that the experience of managers has a great impact on their belief and their values, so that the experience of a manager in a company will have a positive impact on his decisions (Höpner, 2003:205) in this context with view to sustainable success. Additionally there is always the risk that new leaders turning the whole company upside-down and even if this is often wanted it is not if the new leader does not support the idea of stakeholder management and sustainable success. So all the hard work could turn out to be useless. Deming, 1986:121) sees an obstacle of long-term success in job-hopping due to the fact that leaders do not develop a sense of commitment and that new leaders unsettle the stakeholders. But long-term commitment also must be understood in the commitment to the approach of stakeholder management. So patience is necessary due to the fact that sustainable success and the necessary organisational behaviour is not achieved overnight (Potter, 1994). This requires an aim in the future that can be established as the one of the main motivator 5.3.7, Visionary: To avoid confusion and to respond to critics on stakeholder management a clear direction is vital for the success as discussed in 3.4. So it is about the leader to establish this direction by introducing a vision (Kets de Vries, Doyle, Loper, 1994), that helps to unify the stakeholders behind it, whilst providing clarity about what the vision is not about (Dubrin, 2007). In order to stimulate high performance and motivate followers a leader must lead passionately (Collins, 2001:20) and pragmatic (Frydman, Wilson, Wyer, Senge, 2000) towards a vision giving him/her the opportunity to have a major influence on the stakeholders. This refers back to the characteristic 'solid" (5.3.6) where a leader act as a role model towards the vision, so that stakeholder can follow (Cyert, 2005). It must be assured that the vision meets the requirements of stakeholder management, in particular balance and ethically correct, referred to as righteous. 5.3.8, Righteous: Righteous refers mainly to ethical and moral, including several 'components'. Morality is a key aspect of stakeholder management, resulting in trust and cooperation of the stakeholders. Indeed leaders should be compensated as every other stakeholder but it must be appropriate and not too high, like the stated 326:1 ratio between average CEOs and workers pay (Tang, Kim, Tang, 2000) in order to sustain trust and goodwill of stakeholders. Against the traditional way of high pay equals high performance (Jones, 1995) the survey of (Kennedy, 2000) reveals that challenging work and open communication are far more important than the pay, supported by Freeman (1984) the father of strategic stakeholder management seeing open communication as one enabler of stakeholder management. So this mind-set actually supports to lead stakeholder management, but nonetheless the salary of managers has increased dramatically. This is mainly caused in more freedom and missing internal monitoring of salary (Höpner, 2003:207), leading to a necessary moral respect of this freedom and do not exploit it. But it is not just about the monetary frugality it is also about recognition and awards, where heroism is not appropriate, acting in silence is what turned out to characterise great leaders (Collins J. , 2001:28). This includes the dispense of awards if things go good and blaming oneself if they go bad, this helps to not become arrogant (Kets de Vries, Doyle, Loper, 1994). This is also true for stakeholder management where the collaboration of the whole clockwork should be recognised and the leader act just as the element holding everything together and is not the centre of everything. Ethics is a fundamental characteristics for stakeholder management leaders, whereas Freeman, Harrison, Wicks (2007) see ethical leadership as the one most suitable, backed by McManus (2006:137) advocating ethical behaviour in order to decide to do the right thing, or ethical judgement respectively (Clarkson, 1995). This is why it is also about humanity (Kets de Vries, Doyle, Loper, 1994) and not seeing the environmental and societal responsibility as nonessential (Avery, 2005:216). Leaders also should be aware that they have fiduciary to all stakeholders and thus this fact should become the basis of the ethical mind-set (Kaufman, 2002). This fiduciary towards all stakeholders lead then towards the need of leaders to use this tool in an appropriate manner and to not justify bad decision with this model (Collins, Kearins, Roper, 2005). In addition this brings with it the desired balance of wealth distribution required by Sachs Maurer(2009).