Zeppelin University | Leadership Log#3

The cover shows a graphically reduced version of an engraving by Christoph Weigel (1698). The scene pictured in the engraving has been interpreted as two alchemists producing gold in a furnace. What manifests itself in the aspiration to turn lead into gold is an economic fallacy that has pervaded the history of mankind from its very beginning: the notion that economic success can be created out of nothing. In the end, the United States housing bubble or the Greek sovereign debt crisis may have been nothing but bungled attempts at alchemy. But while the alchemists of old at least discovered the recipe for porcelain, their latter-day disciples have merely managed to turn hot air into misery.

This issue of the Leadership Log contains impressions from the exhibition Who Pays?, running from February to May 2017 at the Kunstmuseum Liechtenstein, in association with the Zeppelin University’s “artsprogram” and supplemented by an exhibition in a dedicated room at the University.

The arts­p rogram takes up Joseph Beuys’ extended notion of art, which conceives art as a form of capital through which everyone can have an impact on society by dint of their creative work. The Archiv für Soziale Plastik (Archive of Social Sculpture), housed by ZU’s artsprogram, documents Beuys’ spirit and how it evolved in the 1970s and 1980s, when he took part in summer congresses in Achberg near Lake Constance. In Achberg, scientists, artists, and activists met to discuss a ‘third way’, an alternative to the, at the time, dominant social models of communism and capitalism. Parts of this archive, collected by the publisher Rainer Rappmann, are now displayed at the Kunstmuseum Liechtenstein as Zeppelin University’s contribution to the exhibition “Who Pays?”. The artist Christof Salzmann designed the display and examined the historical collection with regard to the concept of money and capital in Beuys’ work. Taking this concept of capital as a starting point, the exhibition looks at changing notions of money and capital and an accompanying shift in meanings and values.

For further information please visit the museum website: kunstmuseum.li

Date: June, 2017.

“ W H O PAY S ? ”, E X H I B I T I O N V I E W 2 0 17, K U N S T M U S E U M L I E C H T E N S T E I N

P R O F H C D I P L- I N G K A R L S C H L E C H T

“My KSG Foundation cares for good character development of young and emerging leaders to improve ethical decision-­making and create trust in business.”

Prof hc Dipl-Ing Karl Schlecht, Chairman of the Karl Schlecht Foundation KSG Initiator and founder of the Leadership Excellence Institute Zeppelin | LEIZ

DIR EC T OR ’S E DI T OR I A L

The business of business is business? Today, there are only few

To return the economy to its traditional role, we first have to

people who believe in such mantras. Corporate compliance,

free ourselves from the apocalyptic dialectics of capitalism

corporate integrity, business ethics, corporate social responsi-

and socialism. Making the economy a mere slave of politics is

bility, stakeholder management, social innovation, social entre-

obviously just as bad as the inverse: an economy unhampered

preneurship, to name but a few, have set the discourse straight.

by any constraints set by society, culture, and the state.

And this is not just about semantics – it’s about new business models. The latest developments in strategic management

Shared value – redefining relations

make it plain that the business of business in the 21st century

between business and society

is creating shared value.

In order to square this circle – to make the economy serve Adam Smith reloaded

society while not compromising on free-market principles – we require an approach that integrates the legitimate demands of

From a historical perspective, the economy was never regard-

the market with those of society. This is where the notion of

ed merely as a source of private wealth. Indeed, the original

shared value comes in. Shared value is more than just a super-

idea of capitalism was to use the power of capital and the

ficial counterpoint to “shareholder value”. Rather it signifies a

mechanisms of the market to ensure effective production

profound rethink of the relation between business and society.

and efficient distribution of goods and services within society.

Michael E. Porter and Mark R. Kramer, two of the most influen-

From this angle, the economy has always been about societal

tial thinkers in the field, even claim that ‘[t]he concept of shared

wealth and welfare, too. It is not by chance that Adam Smith

value – which focuses on the connections between societal

entitled his famous work “The Wealth of Nations” – not, as

and economic progress – has the power to unleash the next

some of his latter-day epigones would have it, “the wealth of

wave of global growth.’

shareholders” or “of anonymous conglomerates”.

The idea of shared value rests upon the assumption that a winThus, demanding that the economy be more than just a source

win situation of private and public wealth creation is possible.

of income for the very few, that it benefit society as much

So far, so Adam Smith. In contrast to the latter, however, it

as it benefits shareholders, is neither revolutionary nor even

rejects the notion that a quasi-automatic mechanism powered

particularly progressive. Rather, it is a deeply conservative con-

by the invisible hand of the market is all it takes to generate

cept in that it puts the economy back to where it had belonged

public wealth. But instead of lapsing back into an old-fash-

for well-nigh all of human history: within a framework made

ioned redistribution approach, it aims at ’creating shared value

up of society, culture, and the state. In the final analysis, the

by developing profitable business strategies that deliver tan-

shareholder-value revolution was about disrupting this histori-

gible social benefits’ (Porter). Thus, for Porter, shared value

cal continuity. It failed.

aligns societal progress with profit-maximization through new products and new markets, through increases in productivity

4

along the value chain, and through the establishment of local industry clusters.

Alternative models of shared value An alternative to Porter’s view is reflected in the European Commission’s Corporate Social Responsibility (CSR) strategy from 2011. The latter demands that companies be ’maximizing the creation of shared value’ in a ’long-term strategic approach to CSR .’ Such a strategy should integrate the economic objectives of a company’s core business with social and ecological components by taking the interests of relevant stakeholders into account. In contrast to Porter’s and Kramer’s rejection of CSR , the European Commission stipulates CSR as an important facet of a company’s business model. UN General Secretary Ban Ki-moon positions himself somewhere in the middle when, with respect to the UN ’s sustainable development goals (SDG s) , he states: ‘Business is a vital partner in achieving the sustainable development goals. Companies contribute through their core activities, and we ask companies everywhere to assess their impact, set ambitious goals and communicate transparently their results.’ This said, what unites both approaches is their proclivity for what may be called stakeholder capitalism.

If the idea of shared value were successfully established as the basis of corporate strategy and operations, this might constitute one of the foremost leadership challenges of years to come.

Prof Dr habil Josef Wieland, Director PROF DR JOSEF WIEL AND

Shared value: stakeholder management and corporate strategy

By Isabel Jandeisek The idea of “shared value” redefines the role and nature of the

have diverse impacts on the economy and on business pro-

firm vis-à-vis society in academic debates and corporate prac-

cesses and call upon corporations to react. Simultaneously, cor-

tice. It implies that economic value creation can go hand in hand

porations are increasingly being requested to account for their

with the creation of societal value-added.

business activities’ (negative) effects on society and the environment. In this sense, ecological and social demands should

Scholarly interest in the fields of corporate responsibility,

be translated into business activity. In its communication on

shared-value creation and stakeholder relations has increased

CSR , the European Commission stresses the relevance of in-

considerably in recent years. However, while each of these

tegrating shared responsibilities into economic core processes.

fields has flourished and has provided theoretical insights and empirical findings, relatively little work has been done on the

CSR , aiming particularly at the creation of shared value for both

connections between those concepts. Research conducted

corporations and society, thus becomes a strategic factor for

by Zeppelin University’s Chair of Institutional Economics draws

corporate competitiveness. In contrast to Michael E. Porter

upon a concept of shared-value creation that understands a firm

and Mark R. Kramer, who based their frequently cited Creating

as a nexus of stakeholders and discusses the related learning

Shared Value concept explicitly on economic strategic-man-

and legitimization processes. From this perspective, and in the

agement literature, the EU and UN emphasise the importance

context of Josef Wieland’s governance economics, research

of inclusive societies and stakeholder interests by explicitly

addresses not only the consequences of the shared-value ap-

employing terms like shared value, shared responsibilities and

proach for business practice, especially in the context of corpo-

shared prosperity.

rate social responsibility (CSR) , but also its implications for the relationship between economy and society.

Shared value & innovation

Shared value & CSR

In 2006, The introduction of Porter and Kramer’s concept Cre-

The essence of the discourse on corporate social responsibility

sponsibility in terms of innovation processes. Nowadays, firms

ating Shared Value also changed the debate about corporate relies in the question how economic and social responsibilities of

play an important role in creating those innovations that foster

corporations can be merged and redesigned in order to address

sustainable economic and social development. According to

the pressing global challenge of sustainable development. The

Porter and Kramer, the creation of value should be understood as

globalization of supply chains and interrelated relevant concerns

the creation of economic value-added for and by the firm while

like human rights, the shortage of resources or climate change

simultaneously creating value-added for society. This is done

6

through product- and market innovations, and it also aims to in-

company’s willingness to integrate political and societal con-

crease the productivity of value-chains and the development of

cerns into CSR . It can thus be understood as a society-driven

supporting local business clusters. In contrast to this approach,

innovation approach of firms – something we call social inno-

the European Commission – and we – regard shared-value cre-

vation. Firms are asked to take note of these societal discours-

ation as a consequence of a long-term strategic CSR concept,

es and of external demands posed by stakeholders. This may

which intends to internalize stakeholder interests in corporate

trigger or advance continuous learning processes within the

value-creation processes. Here, economic value creation is no

firm that translate into adaptive and flexible forms of corporate

longer explained only by coordinative mechanisms of company

governance generating innovation and shared value.

resource allocation alone, but also increasingly by the cooperative performance of firms with their respective stakeholders.

The relevance of our research is to bring into focus the struc-

Those stakeholders may be partners, suppliers, customers, em-

tural, operational and strategic integration of stakeholder pro-

ployees, shareholders, society and others. The inclusiveness of

cesses into corporate core business. Essentially, the process

this aspect, the cooperative strengthening of partnerships can

of shared-value creation is about facilitating a joint learning pro-

also be seen within the debate about the Sustainable Develop-

cess involving business, politics and society.

ment Goals (SDG s) as initiated by the United Nations.

For more information check out our recent publication: Wieland,

Shared value & organizations

J.; Baumann Montecinos, J.; Heck, A.E.H.; Jandeisek, I.; Möhrer, M. (2017): CSR Performance: managen und messen. Studien zur

Our shared-value creation concept understands corporate re-

Governanceethik, Band 12. Marburg: Metropolis.

sponsibility as incorporating both stakeholders and core busi-

Contact: isabel.jandeisek@zu.de

ness. However, both are integrated to a different extent into the ‘nature’ of a firm. When entrenched in core-business processes, shared value strives for economic innovation, new products and services. Therefore, it is a substantial factor with a view towards breaking into new markets and towards developing competitive advantage.

Besides these core-business operations, extending the notion of shared value to the stakeholder perspective reflects the 7

“Shared-value creation” in academic teaching of corporate responsibility (CR)

By Isabel Jandeisek

S T U D E N T S O F T H E C O U R S E “C O R P O R AT E R E S P O N S I B I L I T Y ” P R E S E N T I N G R E S U LT S T O VA U D E .

Our course, ‘Corporate Responsibility’ in the Spring Term 2017

By way of an example for approaches simultaneously aimed at

was developed jointly with a corporate partner, VAUDE Sport

economic and social innovation, one student group worked on

GmbH. The course´s goal is the transfer of CR concepts into

innovative concepts of “upcycling”. Upcycling is a method for

VAUDE ’s corporate practice along the company’s sustainabil-

reducing production waste through (re)processing re-usable

ity strategy which covers detailed daily business operations.

materials into new products. Commonly, upcycling receives

VAUDE , recipient of the German Sustainability Awards 2015,

relatively little attention in the corporate sector. In 2016, VAUDE

wishes to become and remain a sustainability benchmark in

successfully carried out preliminary tests with so-called Shop-

all its corporate activities. As part of this strategy, 35 students

per-bags: further expansion of this project will be the starting

were invited to work with VAUDE and gain valuable insights

point for VAUDE ’s upcycling concepts and strategy. The course

into various fields relevant for CR -strategy implementation:

ends with an on-campus presentation of findings to our part-

environmental travel policies, the relation between produc-

ners, underlining the importance of corporate partnerships in

tivity and fair wages, upcycling concepts, sustainability product

teaching.

standards, sustainability and branding as well as corporate

Contact: isabel.jandeisek@zu.de

aspects of education for sustainable development.

8

Shared Value | GoGreen at Deutsche Post DHL Group An Interview with Wing Huo, Head of Shared Value Business Innovations & Development,

by Isabel Jandeisek 1. Shared value is one of the main pillars of D PD HL

our pioneering shared-value solutions was our portfolio of Green

Group’s Corporate Responsibility approach. What

Solutions, which was developed from our flagship environmen-

is your understanding of the term shared value and

tal protection programme GoGreen. This is explicitly identified

why did you choose this concept?

as one of the common solutions that we use to leverage our Group’s strength in linking our different businesses (‘Connect’).

We view shared value as a business solution, a means of tack-

And nor should we forget the Grow pillar: Earlier this year, at the

ling societal challenges and improving the wellbeing of the

World Economic Forum in Davos, our CEO Frank Appel signed

planet and its people. It includes, of course, the classical view

a Memorandum of Understanding (MoU) with the CEO of Gavi,

of avoiding negative externalities but also, and perhaps even

the Vaccine Alliance, with the grand vision to improve the supply

more importantly, of seeking new opportunities where we can

chain of vaccine delivery in underserved markets. The partner-

reach further with our business expertise to solve underlying

ship seeks to reduce the wastage of precious vaccine supplies

problems and contribute towards prosperity. It enables us to

and hopefully better reach the children and communities most in

rethink our business through a different lens. We have set the

need. This is also an example of how we further tap into emerg-

company’s mission as ‘connecting people, improving lives’, in

ing markets, as we believe that healthier communities improve

this sense, the introduction of the Shared Value concept (based

the opportunities for development and prosperity. All in all, you

on Michael Porter’s definition) did not necessarily revolutionize

can find shared value reflected throughout our Corporate Strat-

what we do as a company, but instead provides a concrete

egy. Ultimately, as Strategy 2020 summarizes, we want to be

methodology to achieve our company’s mission. As such, it

the benchmark for responsible business, which – if we did not

is only natural that we have already embraced and officially

have a shared value approach – would be merely an empty claim.

adopted the philosophy for more than four years now.

3. You set your goal to become a benchmark company 2. What role does shared value play within your “strategy 2020: Focus.Connect.Grow“?

for responsible business. How does the creation of shared value support this ambitious agenda regarding daily business operations?

It ties in closely with our Corporate Strategy 2020 and can be seen everywhere! For example, we have renewed our empha-

As mentioned before, shared value not only supports but

sis on serving the needs of our various stakeholders, as well

serves as an important driver to realize our ambitious vision

as our planet, as part of the ‘Focus’ pillar. Furthermore, one of

of becoming a benchmark for responsible business. One can 9

argue that being a benchmark is more than just being the best,

include stakeholders in our bi-annual materiality analysis, which

it also means leading the way and being the pioneer. In this re-

we will be conducting for the third time this year. We started

gard, we have recently announced our next ambitious mission,

with a straightforward stakeholder-opinion survey, by which

which is to be a net zero emissions logistics company by 2050.

we tried to reach a significant number of stakeholders, and

No one knows precisely how this will be achieved yet. But it

managed to gather a large pool of valuable information. This al-

does not mean that it is impossible. A shared value approach

lowed us to quantify what our stakeholders care about and how

in this sense means that we seek to understand and gauge not

much they care about specific topics. Over the years, we have

only the current needs but also the future aspirations of our

supplemented this method with more in-depth 1:1 interviews,

customers and stakeholders with regard to logistics and con-

where not only the ‘what’ but also the ‘why’ can be discussed.

nectivity. By finding out and fully utilizing the potential power of

We are, of course, not content with what we have achieved; in-

effective supply chains, we will be getting closer to achieving

deed, only this year we are experimenting with a new method,

green logistics. Circular economy is one of the concrete areas

by which we have also tried to get to the heart of the ‘how to’

we have engaged in for several years now. We want to enable

using a multi-disciplinary stakeholder virtual exchange platform.

Circular Economy for various industries and for the broader so-

We would love to share more details once we have gathered

ciety; in the meantime, we are also looking inside our company

concrete results and we are hopeful that this will bring us to

to make our operations circular.

yet another level of not only fostering stakeholder dialogue but also actively engaging with stakeholders to collaborate on core

4. According to the D HL Corporate Responsibility re-

topics. These are just some of the examples of what we do to

port, responsible business practice also includes the

connect and engage with our stakeholders, and we are always

company’s stakeholders: What actions are you taking

on the lookout for more innovative and effective ideas!

to foster this dialogue?

Contact: isabel.jandeisek@zu.de

We have implemented a systematic approach towards fostering stakeholder dialogues; in fact, we have integrated stakeholders’ viewpoints as the solid foundation for our Corporate Responsibility management process. They inform and influence the setting of our priorities in the complex landscape of responsible business practice. On the systematic side, we 10

dishonesty and self-control – protected values make managers resist the temptation to cheat

CEO

By Matthias Sohn & Carmen Tanner Self-control is one of the most important features of the self

Honesty beats fatigue

to override immediate impulses and control one´s behaviour.

Individuals need self-control in order to control attention and

The data shows that, not surprisingly, individuals tend to cheat

emotions, thoughts and cognitive processes, or simply stick to

more with rising opportunity costs. Interestingly, our results do

a diet. According to the strength model of self-control, self-reg-

not show that people cheat more when depleted. Instead we

ulation works like a muscle which is depleted by exercising

find that the effect of self-control on cheating depends upon the

self-control throughout the day. This state of impaired self-con-

individual’s commitment to honesty. Our results reveal that peo-

trol is also known as ego depletion.

ple who are committed to being honest do not cheat when their self-regulation resources are impaired even with rising opportu-

Recent research suggests that impaired self-control has, inter

nity costs. In other words, CEO s make decisions according to

alia, been associated with an increase in unethical behaviour

their values even when their self-control resources are depleted

such as cheating. To gain a deeper understanding of the effect

and do not trade off honesty with individual financial gain.

of ego depletion in an economic setting, the Leadership Excellence Institute Zeppelin | LEIZ – in collaboration with the Univer-

In conclusion, the results deepen our understanding of the

sity of Zurich and the University of Geneva – conducted an ex-

effect of self-control on moral decision making and suggest

periment to examine if the propensity to lie, when self-control

valuable practical implications. For once, as it seems inevita-

resources are scarce, depends upon a person’s commitment

ble that the self-regulatory resources of managers working 60

to honesty.

or 70 hours per week are impaired, companies should seek to appoint individuals to senior management positions with a high

In a laboratory experiment participants were divided into two

commitment to honesty. This way, the likelihood of misreport-

groups. One group performed a difficult writing exercise that

ing earnings or other related unethical behaviour will decrease,

depleted their self-control resource. Afterwards, participants

even when self-control resources are depleted.

were cast in the role of a CEO facing the following choice:

Contact: matthias.sohn@zu.de

either to publish higher earnings per share to maximize their individual bonus within a legal accounting framework; or to state the actual, lower earnings, thereby forgoing individual profit by being honest. Participants were asked to make this choice five times with rising opportunity costs for telling the truth.

11

Why we pay taxes: coercive and legitimate authority

By Katharina Gangl Together with the annual spring clean, Germans are also meant

The results showed that both coercion and legitimacy resulted

to sort out their tax affairs and file their statutory tax return. But

in similar levels of honesty with regard to tax payment – howev-

why do we decide to pay our taxes honestly? Is it down to the

er, this honesty originated from different motivations. Whereas

draconian tax administrations using coercion to extract every

the volunteers who had been assigned to the coercive authority

cent from our pockets or do we enjoy making a contribution to

stated that they only paid taxes because they had to, those who

society, and thus see paying tax as our moral responsibility? An

had been assigned to the legitimate authority reported that

international team consisting of economic and neuro-psycholo-

they would also have paid taxes voluntarily. At neuronal level it

gists, supported by the Leadership Excellence Institute Zeppe-

was evident that tax-payment decisions made under coercive

lin, investigated the impact on tax-payment decisions of various

authority presumably trigger simple calculative cost-benefit

measures taken by tax administrations, to examine the underly-

analyses whereas legitimate authority results in a more com-

ing neuronal mechanisms. The study is currently published in the

plex conflict between self-interest (not paying tax) and commu-

scientific journal “Social Cognitive and Affective Neuroscience“.

nity-interest (making a contribution to the funding of infrastructure). The researchers compare their results with the issue of

A tax administration that uses coercive authority focuses on

motorists speeding on the roads. “The threat of controls and

harsh control and punishment. In contrast, a tax administration

penalties only causes motorists to moderate their speed be-

that uses legitimate authority would, for example, provide pro-

cause they want to avoid a fine. The actual purpose of speed

fessional support to taxpayers to help them fill in their returns.

limits – namely to increase safety on the roads for everyone – is

Two experiments examined whether tax-payment decisions

neglected. Conversely, legitimate authority, providing informa-

depend on the underlying conditions imposed by the tax ad-

tion and support, might give citizens cause to reflect about the

ministration, using either coercive or legitimate authority, and

moral aspects of the decisions. This could lead motorists to

whether different neuronal processes could be responsible.

reduce their speed or citizens to pay their taxes so as to contribute to the common good.”

In both experiments around 80 volunteers were asked to make tax-payment decisions in a fictitious state with a tax adminis-

Link to the study: https://academic.oup.com/scan/article/

tration using either coercive or legitimate authority. The first

3574846/Coercive-and-legitimate-authority-impact-tax

experiment recorded the speed with which decisions were

Contact: gangl@psych.uni-goettingen.de

made and the second recorded brain activity using an electroencephalogram (EEG) . In addition, the volunteers were asked to fill in questionnaires on their tax-payment decisions.

12

“ W H O PAY S ? ”, E X H I B I T I O N V I E W 2 0 17, K U N S T M U S E U M L I E C H T E N S T E I N

Civil society’s time has come

By Ramona M. Kordesch If one reflects on current socio-political discourse with re-

engagement and sustainable enterprise be combined? In this

gard to the way it is received by the public, the crisis-driven

respect, what role will be played by CSR, social business, the

rhetoric of states and markets, coming at the same time as

eco-social market economy and also by philanthropy? And

activism among citizens and/or civil society, appears once

beyond these more specialised, particular focuses, the crucial

again to have gained, and is likely to continue to have, currency.

over-arching question is: what common platforms are needed

Beyond the protest culture of enraged citizens, on the one

in order to develop and advance social innovations in a coop-

hand, and noble commitments to voluntary engagement on

erative manner?

the other, civil society is advancing – demonstrated by its exemplary achievements when confronting the pressures of

Societas Futura – Create Society

the emerging migration crisis in 2015 – to become a force for productivity in society that is increasingly being discovered

Since 2016, Austria has had a new foundation law aimed at con-

and recognised by both the state and the economy as a sig-

solidating the country’s philanthropic culture and emphasising

nificant creative resource and an innovative field of activity.

the role of charitable foundations as “change agents” in the

This new attention being paid to a future active role for civil

development of social innovations in cooperation with initiatives

society is closely linked to pressing questions concerning

under civil law. In addition to establishing socio-charitable pro-

the way that social responsibility is distributed; to creating

jects, the foundation Societas Futura which is based in Vien-

appropriate awareness and values; and to the search for new

na and whose initiative grew out of related research projects

forms of social welfare provided in accordance with the prin-

at Zeppelin University, has recognised the need to create and

ciple of subsidiarity (i.e., that decisions should be made as

fund an independent contemporary platform for cooperation

closely as possible to the people affected by them). Recog-

between the various sectors of society. In its role as interdis-

nising, in this context, the political significance of civil society

ciplinary think tank – consisting of scientists, academics and

as a “sign of the times” implies prioritising cooperation and

innovative practitioners – and funding institution, the foundation

thoroughly revising the relation between politics, business

focuses on the practical relevance of research into civil society

and society. What common contribution should and must

and social economics and aims to sponsor, nurture and support

be made by the various protagonists in the future: citizens

the next generation of academics and social scientists in those

taking on responsibility, politics, industry and the companies

areas. Furthermore, by offering highly-qualified organisational

that constitute it, the not-for-profit or voluntary sector and last

and strategy consulting, the foundation sees itself as a sparring

but not least science and academia? What will the companies

partner for not-for-profit organisations as well as corporate CSR

of the future look like and how can social responsibility and

departments.

14

R A M O N A M . KO R D E S C H A N D W E R N E R L E X E N ( C O L L E C T I O N M A X I M I L I A N F L O R I A N )

In addition, mindful of the fundamental effectiveness of reli-

by Pope Paul VI for his accomplishments in the field of Christian

gion and art in civil-society processes, the foundation promotes

art. With the bulk of Florian’s important work having been be-

and fosters encounters with the œuvre of the Wiener Mod-

queathed to Societas Futura, the painter has become the inspi-

erne artist, Maximilian Florian (1901–1982), who, throughout

ration for the foundation’s publications and conference formats

his life, concerned himself with the fundamental issues of the

aimed at raising awareness and nurturing and consolidating

development of society in various socio-cultural and religious

discourse about the future of civil society.

contexts and who was the only Austrian artist to be honoured

Contact: ramona.kordesch@zu.de

15

Donald Trump and the Rise of Populism

By Julian Müller-Kaler Populism is gaining momentum. Not just in countries where

identified in order to understand and, most importantly, to tack-

the phenomenon has been known for decades, but also in lib-

le the rise of populism – Donald Trump can serve as a brilliant

eral democracies around the world. Even the USA , the self-pro-

example in this regard.

claimed flagship of the liberal world, elected a man as president who pursued a populist campaign and most likely embraces a

Since the notion that all of his supporters are xenophobic, racist,

populist form of government, too.

bad people is not very convincing, it may instead be argued that their political views are rooted in a feeling of being left behind

The word populism is widely used and widely contested in

by globalization and current elites. Of course, Trump exploited

political-science literature. The term itself is extremely difficult

certain stereotypes to take political advantage and, in addition,

to elucidate, since it cannot be tied down to a single definition.

directed his rhetoric against the existing political establishment.

Some scholars argue that populism must be understood as a “thin-centered ideology” (Cas Mudde), establishing a frame-

Nevertheless, his campaign successfully appealed to the emotions of those frustrated citizens.

work of the “pure people” versus the “corrupt elite”, which is linkable to more extensively developed ideologies, such as

Who is susceptible to the call of populism and why?

conservatism, racism or socialism. While basic characteristics remain the same, other scholars hold the opinion that populism

Living in a globalized world, it is first and foremost low-skilled

should rather be considered a rhetorical strategy (Ernesto La-

workers that are vulnerable to the effects of globalization. They

clau), indispensable for political debate.

might have lost their jobs, have not had wage increases or sim-

The new complexity of populism

stream politicians have not found an answer to those people’s

In addition to those difficulties of definition, labels like “right“ vs.

they fear that such measures would ultimately lead to an un-

“left“ might no longer be sufficient to describe political ideas. It

competitive market. The gap thus opening up, however, leaves

seems as though the real division today is rather between open

room for populist actors to claim that they have “magical” solu-

and closed (Tony Blair). Differing mindsets of, on the one hand,

tions to those problems without providing any specific policy

people who believe in the benefits of globalization, free trade,

proposals (“Make America Great Again“).

ply feel vulnerable to unfair competition from abroad. If maindemands for economic protection and security, it is because

and open borders, and, on the other hand, of those who feel forgotten and thus ask for protection, are cutting right across

With arguments for economic inclusion combined with cultural

the political spectrum. Therefore, new approaches need to be

exclusion, populists are pickpocketing different ideological

16

L E I Z S C H O L A R J U L I A N M Ü L L E R - K A L E R ( C E N T E R ) N E X T T O P R O F. M I C H E L F R I E D M A N AT T H E FA Z F O R U M I N B E R L I N ( S O U R C E : K L A U S W E D D I G / FA Z F O R U M ).

agendas. Their strategies make it almost impossible for main-

JULIAN MÜLLER- K ALER

stream politicians to “outpromise” their populist counterparts

International Relations at Zeppelin University and awardee of

is a student of Politics, Administration and

in political campaigns. So they can only outthink them – without

the Leadership Excellence Institute Zeppelin’s Young Leaders

a doubt, a much more difficult endeavor. But liberal democracy

Bursary.

is worth fighting for.

Contact: j.muellerkaler@zeppelin-university.net

17

“A R C H I V F Ü R S O Z I A L E P L A S T I K | PA R T I I ”, 2 0 16 / 2 0 17, Z E P P E L I N U N I V E R S I T Y 18

En route with the Transcultural Caravan

By Julika Baumann Montecinos In our globalized world, people in business, politics and socie-

lish their own organizational structure and to choose their own

ty face a variety of burning questions - as do researchers and

methodology and working process. Thus, even the research

students. What characterizes a successful leader in the twen-

approach itself is transcultural in nature. Two TRGs have already

ty-first century? How can global firms manage cultural diversi-

been launched in 2017, one of them addressing transcultural as-

ty – within their organizations and along their value chains? How

pects of sustainability reporting, the other analysing the case of

can we make use of the creative potentials of megacities? – to

Hong Kong as an example of a transcultural megacity.

mention but a few. Answering such questions through the lens of a transcultural approach, the focus turns from differences to

Transcultural Leadership Summit

commonalities, from conflict to cooperation, and from Western presumptions to an attitude of non-normative observation

A further highlight of the Transcultural Caravan’s activities in

and learning. Once transcultural cooperation and learning are

2017 will be the second Transcultural Leadership Summit. With

initiated, shared experiences contribute to strengthening the

the tremendous success of last year’s conference, having cre-

common basis and to paving the way towards the creation of

ated a platform for exchange and transcultural learning not only

new commonalities – thereby, the globalized world could liter-

for experts and young professionals from business, politics

ally be “en route” towards being “our” world.

and academia, but also for brilliant students from all over the world, the Summit is entering its next round. This year’s focus

Transcultural Research Groups

will be on Sub-Saharan Africa – a region which is shaped by dynamic developments in its markets and societies. Against this

“Let’s rethink and shape the world we share!” The Transcultural

background, we aim to present Sub-Saharan success stories

Caravan’s ambition is reflected in its invitation to practitioners,

and provide insights into global leadership skills for successful

researchers and students from all over the globe to get involved.

transcultural cooperation.

With the establishment of Transcultural Research Groups (TRGs), a new format has been developed to inspire people from

In short, the Transcultural Caravan aspires to be a hub for global

various cultural and disciplinary backgrounds to conduct joint

thinking and learning – as a starting point of a topical and global

research projects. In doing so, these Transcultural Research

research agenda.

Groups not only address various aspects of transculturality, they also constitute a transcultural experience in their own right. In

For more information: transcultural-caravan.org,

the TRGs people from all over the world come together to carry

transcultural-leadershipsummit.com

out joint research on a level playing field: they are free to estab-

Contact: julika.montecinos@zu.de

19

Miscellaneous research projects Narcissistic leaders and their followers’ unethical behavior

dress the influence of an individual’s commitment to honesty

(Matthias Sohn & Carmen Tanner)

when faced with a social norm that approves of lying. Prior

In the aftermath of recent business scandals involving fraud,

governing which behaviours are socially appropriate or inap-

research shows that people are highly susceptible to rules deception, bribery and other so-called counterproductive work

propriate. But our current results suggest that people who

behaviours, the personality factors of business leaders that po-

are intrinsically morally committed are more likely to resist

tentially affect their followers’ unethical behaviour have become

social norms that approve of cheating, while less committed

subjects for scholarly investigation in psychology and econom-

people flexibly cheat or abstain from cheating depending on

ics. Narcissism is among the personality factors research on

the norm that is salient in any given situation. These results

which has lately gained momentum – not least because leader

have implications for agent selection.

narcissism has both positive and negative implications for com-

Contact: carmen.tanner@zu.de

pany performance. This is known as the bright and dark side of narcissism. In a joint research effort with the University of Bern,

Exploring Transcultural Management in Global Firms

we are investigating the link between leader narcissism and

(Josef Wieland & Julika Baumann Montecinos)

employee unethical behaviour. At the centre of our attention are organizational factors, such as an ethical organizational culture,

Transculturality attracts growing interest in both global academia

that buffer the potential negative consequences of narcissistic

and the business world. This is, inter alia, because companies

leaders. The data-collection phase is currently ongoing.

are increasingly required to work with resources and cultures

Contact: matthias.sohn@zu.de

across borders in order to strengthen cooperation and reap the benefits of globalization. The current state of research in

Moral Commitment – Who is more likely to resist social

the field of transculturality suggests that transcultural man-

norms approving of cheating? (Carmen Tanner)

agement is about generating commonalities as a basis for

Recurring examples of deception and fraud in business and

(culturally) diverse players. Against this backdrop, the aim of

finance have once again raised questions about the individual

one of our current research projects is to understand the status

and structural factors that inhibit or promote cheating. Among

quo of transcultural management in globally operating com-

cooperative economic value creation in transactions between

other things, we believe that one crucial factor is an individ-

panies and to identify opportunities for further development.

ual’s moral commitment, i.e., the individual’s willingness to

Focusing on the areas of compliance, integrity, global human

adhere to ethical values (such as honesty). Conducted jointly

resources / leadership development and diversity manage-

by the Leadership Excellence Institute Zeppelin | LEIZ and the

ment, explorative interview-based research is being carried out

University of Zurich, this interdisciplinary project aims to ad-

with managers from German and non-German offices of two

20

globally operating firms. The project is being jointly conducted

Integrating the UN ’s Sustainable Development Goals (SDG s)

by the Wittenberg Center for Global Ethics and the Leadership

into the shared-value-creation process | LEIZ & VAUDE

Excellence Institute Zeppelin | LEIZ under the supervision of

(Isabel Jandeisek)

Prof. Josef Wieland and Julika Baumann Montecinos. The PhD students participating in the project are Elena Hunzinger, Preeti

Based on the idea of shared responsibility, the United Nations’

Singh and Sabine Wiesmüller.

Agenda 2030 asks companies to apply creativity and innova-

Contact: julika.montecinos@zu.de

tion to solving societal and environmental problems. From a company´s perspective, Agenda 2030 can be seen as a holistic

Relational Leadership in an Indian Context

outside-in driver for innovation, creating shared value between

(Dominik Fischer)

the firm as a nexus of stakeholders, and society. In light of this,

Preeti Singh, PhD student on the Joint Doctoral Programme of

Zeppelin | LEIZ focuses on questions concerning the role and

the Leadership Excellence Institute Zeppelin | LEIZ and the Wit-

contributions of businesses within the SDG process. The em-

tenberg Center for Global Ethics, and Dominik Fischer, research

pirical research of student Sophie Guilini in cooperation with

research conducted by the Leadership Excellence Institute

assistant at the LEIZ , are collaborating on a new research pro-

VAUDE Sport GmbH & Co. KG analyses the transformation of

ject lodged on the Transcultural Caravan project platform. The

normative societal and environmental expectations into shared

project builds partly on the findings of Dominik Fischer’s collab-

value in the business context: What are the drivers for VAUDE

orative project with the Indian Institute of Management, focus-

to integrate SDG s into business practice? What can a systemat-

ing on entry strategies with stakeholder support in emerging

ic SDG -management process look like in real life? How can the

countries. The current project focuses upon informal institu-

company´s contribution to meeting the SDG s be systematically

tions in an Indian business environment, presuming that, while

analyzed and communicated internally and externally? The fam-

non-Indian players may acquire the skills to deal with formal insti-

ily-run outdoor supplier VAUDE takes its social and environmen-

tutions through hiring professional service firms, dealing with

tal responsibility very seriously, aiming to embrace the material

informal institutions remains a challenge. Often, such players

aspects of Agenda 2030 on a business level. VAUDE appreci-

need a local partner to gain access to resources in India and to

ates the SDG s as a shared compass for global action towards

build relationships with stakeholders – especially if the non-Indi-

a sustainable world. By developing a systematic approach to

an player is unsure of the Indian institutional context. However,

reflect the company´s contribution to the SDG s, exploring new

the relationship with the local partner needs to be managed too.

opportunities to contributing and sharing knowledge, VAUDE is

The aim of the project is to ascertain whether relational leader-

following its vision.

ship approaches can contribute to addressing this challenge.

Contact: isabel.jandeisek@zu.de

Contact: dominik.fischer@zu.de

21

Notable bachelor’s and master’s theses

Recently submitted

Baumann, Carina (2016)

Paetzmann, Lukas Philipp (2016)

Institutional Drivers of Corporate Social Responsibility in China

The Contribution of Relational Leadership to the Components of

(B.A.)

the Strategy Tripod (B.A.)

Supervisors: Prof Josef Wieland, Dominik Fischer

Supervisors: Prof Josef Wieland, Dominik Fischer

Binninger, Manuel (2017)

Reichel, Bernadette (2016)

Social Entrepreneurship – Intersectoral Hybridisation in the es-

Red Flags: early detection of immoral behavior in companies –

tablished welfare state Germany. (“Gesellschaft(lich) unterneh-

a qualitative assessment of the status quo (“Red Flags: Früh­

men. Social Entrepreneurship – Intersektorale Hybridisierungen

erkennung von unmoralischem Verhalten im Unternehmens­

im etablierten Wohlfahrtstaat Deutschland.”). (B.A.)

kontext – Eine qualitative Bestandsaufnahme”) (B.A.)

Supervisor: Dr Angelica Marte

Supervisor: Prof Carmen Tanner

Blankemeyer, Wiebke (2016) Ethical Culture and Employee Voice – Which factors are related to the comfort to speak up in German organizations? (B.A.) Supervisor: Prof Carmen Tanner

Kiefner, Valentin (2016) Establishing Linkages Between Leadership and Emotional Intelligence – The Case of the Narcissistic Leader (B.A.) Supervisor: Dr Matthias Sohn

Lossa, Verena (2016) The Missing Link: An Investigation into the Implications of CEO Narcissism, the Considerable Benefits, Harmful Consequences, and the Factors that Moderate them (B.A.) Supervisor: Dr Matthias Sohn

22

The joint doctoral programme of the Leadership Excellence Institute Zeppelin and the Wittenberg Center for Global Ethics Funded by the Karl Schlecht Foundation, the Leadership Excel-

Marcel Pillath

lence Institute Zeppelin | LEIZ and the Wittenberg Center for

Thesis: “Cooperation between large scale enterprises and

Global Ethics jointly offer a doctoral programme for outstanding

not-for-profit organizations. A study in the context of youth

young graduates whose research interests address the issue of

education, integration and sport”

responsible leadership in business in a global context.

Fabian Simmank The programme combines the academic expertise of leading

Thesis: “Neural value representation and economic decision-­

scholars of business ethics, the practical expertise of interna-

making – psychological underpinnings of value-based leader-

tionally operating companies, and the perspectives of civil so-

ship“

ciety. Doctoral students selected for the programme receive a scholarship and complete seminars and colloquia as well as

Preeti Singh

field projects.

Thesis: “Implementing globally responsible leadership in business. Individual motivation and capability as a component of

Students of the Doctoral Programme supervised

successful responsible (moral) behaviour“

by Prof Josef Wieland:

Sabine Wiesmüller Elena Hunzinger

Thesis: “Transcultural Leadership as an approach to managing

Thesis: “Exploring intersectorality and intersectoral leadership

the relationship between innovation and compliance in interna-

in global partnerships for sustainable development”

tional organizations“

Michael Kusi Appiah

Contact: silke.rinkenburger@zu.de

Thesis: “Assessing the institutional effectiveness in promoting small-scale mining sector businesses – a conflict prevention (and resolution) study in Ghana“

Marco Möhrer Thesis: “Stakeholder-based value creation accounting – Shared value and governance of the cooperation rent“

23

P UBL IC AT IONS

New publications

TA NNER, C., (2016):

Corporate ethical culture in business. Pan European Networks: CHRIS TEN, M., INEICHEN, C., TA NNER, C. (2016):

Special Reports, December 8. http://www.paneuropeannet-

Zur Nutzung moralpsychologischer Konstrukte und Messver-

works.com/special-reports/corporate-ethical-culture-in-business/

fahren in klinischer Diagnostik und Weiterbildung: „Moralische Intelligenz“ in Clinical Practice. Schweizerische Rundschau für

TA NNER, C., (2016):

Medizin, 105(21), 1261–1266.

Ethical business values: Factors that matter. Pan European Networks: Science & Technology, Issue 21, 44–45. http://

G A NGL , K ., K IRCHLER, E., LORENZ, C., & TORGLER, B. (2017):

www.paneuropeannetworkspublications.com/ST21/#44

Wealthy tax non-filers in a developing nation: The roles of taxpayer knowledge, perceived corruption and service orientation

W IEL A ND, J. (2017):

in Pakistan, in: Peeters, B., Gribnau, H., & Badisco, J. (eds.)

Shared Value Creation – theoretical concepts, practical chal-

Building Trust in Taxation, Intersentia: Antwerpen, 354–374.

lenges. In: Wieland, J. (ed.): Creating Shared Value – Concepts, Experience, Criticism. Heidelberg: Springer: Series Ethical

GANGL, K., PFABIGAN, D., L AMM, C., KIRCHLER, E., & HOFMANN, E. (2017):

Economy. Studies in Economic Ethics and Philosophy, 9–26.

Coercive and legitimate authority impact tax honesty. Evidence from behavioral and ERP experiments. Social Cognitive

W IEL A ND, J., BAUM A NN MON TECINOS, J., HECK , A . E. H., JA NDEISEK , I.,

and Affective Neuroscience, 1–10.

MÖHRER, M. (2017):

CSR Performance: managen und messen, Marburg: Metropolis.

G A NGL , K ., TORGLER, B., & K IRCHLER, E. (2016):

Patriotism’s impact on cooperation with the state: An experimen-

W IEL A ND, J., W EGNER, G., KORDESCH, R. M. (2017):

tal study on tax compliance. Political Psychology, 37, 867–881.

Luther 2017. Protestantische Ressourcen der nächsten Moderne, Velbrück Wissenschaft.

GRÜNINGER, S., SCHÜ T TL , L., W IEL A ND, J. (2017):

Integrity Management: Warum Compliance eine ethische

Publications currently in press

Fundierung braucht, in: Zeitschrift für Corporate Governance, 58–62.

HIRSCH, B., REICHERT, B. E., SOHN, M. (2017):

The impact of clawback provisions on information processing M A RTE, A ., MÜLLER, M., W IEL A ND, J. (2017):

and investment behaviour. Management Accounting Research.

Wenn Geschichten Führung führen. Narrative Perspektiven auf Führung, Führungs- und Führungskräfteentwicklung, in:

INEICHEN, C., CHRIS TEN, M., TA NNER, C. (2017):

J. Chlopczyk (ed.): Beyond Storytelling, Springer Verlag, 127–161.

Measuring value sensitivity in medicine. BMC Medical Ethics, 18(5), 1–12.

24

“ W H O PAY S ? ”, E X H I B I T I O N V I E W 2 0 17, K U N S T M U S E U M L I E C H T E N S T E I25 N

P EOP L E

Management Committee PROF DR JOSEF WIEL AND

– Holder

PROF DR CARMEN TANNER

of the Chair for Institutional Eco-

– Holder

of the Chair for Economic Psy-

nomics, Organizational Govern-

chology and Leadership Ethics,

ance, Integrity Management &

Vice-Director of LEIZ : Carmen

Transcultural Leadership, Director

Tanner, who also holds a pro-

of LEIZ : Prior to his current posi-

fessorship at the Department

tion, Josef Wieland was Profes-

of Banking and Finance at the

sor of Business Administration

University of Zurich and the di-

and Economics with an emphasis

rectorship of the “Center for Re-

on business ethics at the Uni-

sponsibility in Finance”, taught

versity of Applied Sciences, Konstanz. Being an expert in the

and worked at several universities (Bern, Fribourg, Zurich,

field of compliance and business ethics of more than 20 years

Northwestern University in the US, and the Max Planck Institut

standing, he initiated the Forum Compliance & Integrity (FCI)

Jena). Her main research topics are behavioral business ethics

of which he is President, and chairs the German Network of

and moral intelligence.

Business Ethics (DNWE) . He is a member of, inter alia, the

Contact: carmen.tanner@zu.de

national CSR Forum, the jury for the German government’s CSR Award, and the Advisory Council for Sustainability of

DR LENNART BR AND

the government of the federal state of Baden-Württemberg.

Director of LEIZ : Having studied

– Managing

In the context of the German G20 presidency in 2016/2017,

at the universities of Münster,

Prof. Wieland co-chairs the working group “Sustainability in

Vienna and Edinburgh, Lennart

Global Value Chains” within the Think20 process.

Brand pursued a career in the

Contact: josef.wieland@zu.de

aviation industry before taking his D.Phil. at the University of Oxford (St. John’s College). After a four-year spell at Freie Universität Berlin, he joined Zeppelin University in 2012 as Head of University Development before being appointed Managing Director of LEIZ in 2015. A literary historian by trade, his research interests focus on German literature of the early 20th century, in particular Ernst Jünger and Karl Kraus.

Contact: lennart.brand@zu.de

26

Senior Researchers D R R A M O N A M A R I A KO R D E S C H

–

DR ANGELICA MARTE

– Visiting

Senior Research Fellow: Ramona

Researcher & Senior Lecturer:

M. Kordesch studied Catholic

Having studied business admin-

Theology and Religious Studies

istration in Zurich and cultural

at Graz and Tübingen and was

management, Angelica Marte

head of the research unit “In-

pursued a career in the consum-

novation systems of charitable

er industry before becoming a

organizations” at ZU until 2016.

Research Assistant. Following

Her research interests include

her PhD at the Private University

non-profit and civil-society re-

Witten/Herdecke, she worked as

search with a focus on issues relating to stakeholder and interest

a Research Affiliate at the MIT Center for Collective Intelligence.

management through cooperative qualities of civil society or-

At ZU , she has held a variety of research and teaching posts,

ganizations, based on intersectoral impact concepts such as the

most recently as Executive Director of ZU Professional School.

Collective Impact Approach. At LEIZ , Dr Kordesch is responsible

Her main research interests are female/mixed leadership, lead-

for the “Leadership & Civil Society” research cluster. Outside

ership development & diversity. Her research has been supple-

her academic responsibilities, Dr Kordesch runs “Societas

mented by film making in different societies, e.g. Seychelles and

Futura” in Austria – a think-tank for “multi-dimensional entre-

Morocco. She recently founded “mim_more is more”, a com-

preneurship to shape tomorrow’s world.”

pany focusing on pioneering inclusive organizations with a gen-

Contact: ramona.kordesch@zu.de

der-balanced leadership approach.

Contact: avm@angelicavmarte.com

27

P EOP L E

Research Assistants DR K ATHARINA GANGL

– Post-doc-

toral Researcher at the Chair of

JULIKA

BAUMANN

MONTECINOS

–

Head of “Transcultural Manage-

Economic Psychology and Lead-

ment Studies” and Manager

ership Ethics (until December

External Relations at LEIZ : She

2016): Katharina Gangl received

graduated in International Cultur-

her Diploma and PhD degree in

al and Business Studies from the

Economic Psychology at the Uni-

University of Passau, including

versity of Vienna, Austria at the

various stays in China, India, the

Department of Applied Psychol-

Dominican Republic and Brazil.

ogy: Work, Education, and Econ-

She pursued a career in the auto-

omy, and was a visiting scholar at the Queensland University

motive industry before joining LEIZ in 2014. Under the direction of

of Technology, Australia. She is now Assistant Professor at the

Prof Wieland she conducted a research project on CSR evaluation

Chair of Economic and Social Psychology at the University of

for the German Federal Ministry of Labor and Social Affairs. Her

Goettingen. Her main research areas are ethical behavior in or-

main research topics are informal institutions, transcultural man-

ganizations and tax compliance.

agement, and corporate responsibility in a transcultural context.

Contact: gangl@psych.uni-goettingen.de

Contact: julika.montecinos@zu.de

D R M AT T H I A S S O H N

– Post-doc-

DOMINIK FISCHER

– Research

toral Researcher at the Chair of

Assistant and PhD student at the

Economic Psychology and Lead-

Chair of Institutional Economics:

ership Ethics: Matthias Sohn

Dominik Fischer studied at Zep-

earned his MSc at the University

pelin University, the University

of Basel and the Nestlé Research

of Sydney, the London School of

Center in Lausanne. Having ob-

Economics and Political Science,

tained his PhD from the Bundes­

and the Indian Institute of Man-

wehr University, Munich, where

agement. His main research in-

he was affiliated with the Chair

terests are leadership, network

of Management Accounting, he has been with LEIZ since 2015.

governance, and, transcultural management as a response to

His current research focus lies in behavioral business ethics,

the institutional environment. In addition, he focuses on CSR

behavioral accounting, and behavioral finance.

and shared value as a strategic tool.

Contact: matthias.sohn@zu.de

Contact: dominik.fischer@zu.de

28

Administration ISABEL JANDEISEK

– Research

Assistant and PhD student at the

ANDREA FRÜH

– Personal Assis-

tant: After working in event mar-

Chair of Institutional Economics:

keting for several years, Andrea

Isabel Jandeisek studied Political

Früh – a graduate in sports sci-

and Economic Sciences at Zep-

ence and business administra-

pelin University, the University of

tion – joined ZU in 2011. After

Bielefeld, and St Petersburg Uni-

a series of posts in various de-

versity. She received a research

partments, she began working

scholarship at Zeppelin Universi-

at LEIZ in 2015.

ty’s Civil Society Center. In 2016,

Contact: andrea.frueh@zu.de

she was invited to be a visiting research scholar at FDU , New Jersey. Her research focuses on governance economics, corpo-

S I LK E R I N K E N BU RGE R

– Personal

rate responsibility, shared value creation, and the role of norma-

Assistant: After working in the

tive innovations for the global UN Agenda 2030 for Sustainable

banking sector for twelve years

Development.

and taking six years out to raise a

Contact: isabel.jandeisek@zu.de

family, Silke Rinkenburger, a qualified bank clerk, has worked at ZU – Research Assis-

in various capacities since 2011.

tant and PhD student at the Chair

She has held her post at LEIZ

of Economic Psychology and

since 2015.

Leadership Ethics: Nicole Witt

Contact: silke.rinkenburger@zu.de

NICOLE WITT

received her diploma in psychology with a minor in mathematics from Heinrich-Heine University in Düsseldorf in 2010 and worked as a market-research consultant after graduation. For her doctoral thesis, she is developing measuring instruments for examining the relationship between moral commitment and responsible leadership behavior.

Contact: nicole.witt@zu.de

29

“A R C H I V F Ü R S O Z I A L E P L A S T I K | PA R T I I ”, 2 0 16 / 2 0 17, Z E P P E L I N U N I V E R S I T Y

ME DI A SOUR C E S

LEIZ

In addition to detailed information on all facets of its research and teaching activities, the Institute’s website offers topical news and various types of resources.

Z U. D E / L E I Z

Transcultural Caravan The Transcultural Caravan is a hub of global thinking – about a new type of leadership and the capacity to cooperate as well as to define globally shared interests and values.

T R A N S C U LT U R A L- C A R AVA N . O R G

ZU Executive Education

The ZU Executive Education offers part-time Master’s degrees, tailor-made programmes for corporate customers, and intensive focused programmes.

Z U. D E / E E

FIF

The Friedrichshafen Institute for Family Entrepreneurship (FIF) engages with the central opportunities and challenges of family businesses with respect to their long-term viability.

Z U. D E / F I F

ZU ’s online magazine – bite-sized research delicacies on topical issues Z U - D A I LY. D E

Imprint Zeppelin Universität gemeinnützige GmbH Am Seemooser Horn 20 88045 Friedrichshafen, Germany Editor in Chief: Dr Lennart Brand Editor: Julika Baumann Montecinos Art Direction: Philipp N. Hertel Graphic Design: Ulrike von Dewitz

If thou wishest to take pleasure in thine own value, thou must value the world.

JOH A NN WOLFG A NG VON GOE THE