Zeppelin University | Leadership Log#6

Leadership Log #6 N OT ES FRO M T HE L E A DERS HIP E XCEL L EN CE IN S T I T U T E ZEPPELIN

Digital Transformation Issue

The abacus shown on the front page is one of the oldest known computational tools and is presumed to be of Sumerian origin. The first abacus appeared between about 2700 and 2300 BC.

Though merchants, traders and clerks in some parts of Eastern Europe, Russia, China and Africa still use the abacus on a daily basis, it has fallen out of use somewhat in the rest of the world. In fact, the illustrations in this issue of the Leadership Log suggest that the onset of the modern age may also be perceived as the onset of the digital age and that digital transformation has been going on ever since.

What does this show us? We may have reached a stage at which digital transformation is occuring at an exponential rate. However, it is still just a stage within a process that began centuries ago and will last – at least – until civilisation collapses.

Date: December, 2018.

H A N D - D R A W I N G O F A C A L C U L AT O R B Y A S T R O N O M E R , G E O D E S I S T A N D M AT H E M AT I C I A N W I L H E L M S C H I C K A R D , B O R N I N S O U T H E R N G E R M A N Y I N 15 9 2

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 2

“In times of digitalization, leadership with humanistic values is the key success factor.”

Prof h c 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

As this is the Digital Transformation Issue of the Leadership

merely the differences between nations, but also between dif-

Log, we should probably begin by defining digital transforma-

ferent departments and professions within a company. Take as

tion, and an editorial might be the proper place to do this. In fact,

an example the process of innovation. Some of us ( meaning :

I spent the last two hours pondering whether I should discuss

the West ) have always been convinced that true innovation is

all relevant definitions of digital transformation ( but that cannot

achieved by individuals with an individualistic mindset mod-

be done on two pages – or two hundred, for that matter ) ; just

elled on the ideas of the European Enlightenment. From that

some ; or just one, and if so, which ? But then, once you start

we concluded that more collectivist cultures such as the Jap-

asking yourself such questions, you are probably on the wrong

anese or the Chinese may be good at copying Western tech-

track altogether. So I think I shall accept the ambiguity of the

nologies but are nigh on incapable of coming up with original

term “digital transformation” for the time being. Rather than

ideas. But then, why is it that, lately, Western companies have

nailing it down to a specific definition, I shall treat it as a symbol

increasingly been moving their R&D departments to China to

signifying a vaguely demarcated set of phenomena relating to

work on cutting-edge technologies ? Could it be that the ability

the effects upon society and business of evolving digital tech-

to innovate is not reserved to individuals acting alone but that

nologies. Sticking to the latter for a moment – what are the

there is such a thing as collective innovative strength – which,

essential capabilities organisations and their leaders need to

incidentally, may lately have been secretly at work in Western

possess to cope with digital transformation ?

societies as well ? If individualism turned out not – or no longer – to be the only way to generate innovation, the West might

Organisations must be able and prepared to cooperate

face a fundamental threat to one of its core competitive advantages. In short, we may be well-advised to think carefully about

Competition is a fact of life. This being said, the interconnect-

the problem of cultural differences and its consequences for

edness of resources, of knowledge, of information, as well as

the creation of private and public value.

companies’ interconnectedness with various stakeholders, requires both companies and individuals to be prepared and able

Managing the unknown unknowns

to cooperate. This is even more true under the conditions of digital transformation, where sharing information and knowl-

Many companies have a vague feeling that massive changes are

edge is an essential prerequisite of doing business. But if this

in the offing for which they need to prepare and which, eventu-

is so, all parties involved should profit from shared knowledge.

ally, they will have to manage. At the same time, they are often

Collaboration needs a governance structure to allocate the rent

unsure as to whether, when, and in what form those changes

from cooperation. Relational Economics gives a tentative an-

will ultimately materialise. Such insecurity makes investment

swer to this still unsolved question.

decisions dangerously risky. A buzzword often quoted in this context is “agility”. Agility is about organisations’ and individu-

Another critical question about cooperation in the age of digital

als’ ability to make decisions in uncertain circumstances. And

transformation pertains to coping with cultural differences: not

again, how can an organisation be made aware of future devel-

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opments whose nature it cannot predict, which, however, offer a world of chances and which, moreover, result from its own actions ? One solution may be to discard the notion that all ( or most ) of an organisation’s activities can be centrally controlled.

Such thorough central control will become ever less possible and ever less desirable. Instead, what organisations may need are clear-cut rules. – Another important point in this context is stakeholder management. Where do stakeholders, indeed where does society, locate potential future innovations ? How do stakeholders and how does society regard their companies or indeed any company ? The information companies obtain from, say, stakeholder dialogues or stakeholder boards may be pivotal with regard to agility and to coming to terms with unknown unknowns.

Leadership Leadership in the digital world is not about hierarchies or positions : the role of the supervisor is increasingly disengaged from that of a leader. It goes without saying that supervision and ­hierarchies are necessary for an organisation to work. ­However, leadership is a more comprehensive matter. Leadership is a social process under which people – not merely within the organisation, but also other stakeholders – have been p ­ ersuaded to follow a leader, to believe in him, to rely on him. Thus, leadership is granted by followers, and it does not merely occur at the “top” but, on the contrary, at all levels and in all sections of an organisation. To perceive and accept this fact can be a culture shock for many companies, which can take years to digest.

However, the demands imposed on us by digitalisation – agility, swarm intelligence, etc. – do require such leadership. At the Leadership Excellence Institute Zeppelin | LEIZ , we refer to it as “Relational Leadership”. The term denotes an ability PROF DR JOSEF WIEL AND

DIR EC T OR ’S E DI T OR I A L

to establish and continue relations, to render them fruitful and value-generating at all levels of an organisation.

The return of society The societal consequences of digital transformation are not merely abstract in nature. Indeed, as is the case with all major societal paradigm shifts, some people will win, other people are bound to lose in a very tangible manner. Here fairness and justice enter the fray. Therefore, the changes that will be taking place need added legitimacy. To provide such legitimacy, mere acceptance is insufficient, actual participation is required. We cannot devise social innovations if we fail to accept society’s priorities. These priorities exist, and they have been codified.

The “Sustainable Development Goals” of the United Nations are the first attempt to establish an agenda, an action plan, for the globalised world. This document ought to lie at the heart of every company’s strategy. Why ? Because it outlines what kind of products will henceforth be desired ; what kind of methods, policies and procedures will be acceptable ; and what we will demand from one another. It delineates the social responsibility of organisations, the values that should underlie their leadership and management. This is not merely about creating an image. Rather, it is about integrating all of the above into one’s business model, into one’s DNA . By doing so, organisations will be able to not merely survive the changes taking place out there but to actually capitalise on them.

Prof Dr Josef Wieland, Director 6

T H E ATA N A S O F F B E R R Y C O M P U T E R ( A B C ) W A S O N E O F T H E F I R S T E L E C T R O N I C D I G I TA L C O M P U T E R S A N D W A S B U I LT B Y J O H N ATA N A S O F F A N D C L I F F O R D B E R R Y AT I O W A S TAT E C O L L E G E I N 19 3 7–19 41.

I T S O N LY P U R P O S E W A S T O S O LV E L A R G E S Y S T E M S O F L I N E A R E Q U AT I O N S .

The Lake Constance Innovation Cluster Digital Transformation

By Lennart Brand & Sabine Wiesmüller Structural change is an ambiguous affair. Without structural

in existence. Indeed, the cutting edge of digital transformation

change, we would still live in un-heated dwellings, eat raw

is no longer digital transformation but digital re-invention : de-

meat, and look forward to a life expectancy of thirty years at

vising intrinsically new ideas that, without digital technology,

best. On the other hand, there can be no structural change

could neither be realised nor even imagined. First and foremost,

without creative destruction. Indeed, there is something ­mildly

this is evidently true for technology itself ; but it is no less true

disheartening about many prominent symbols of structural

for business models and for society at large.

change : be they the melancholic remains of a once proud industrial culture in the German Ruhr district or the morbid ru-

Institutionalising innovation

ins of Detroit. Even our men of letters had their doubts about structural change – Gerhart Hauptmann’s “Die Weber” ( “The

It is above all the heavily industrialised, highly innovative regions

Weavers” ) springs to mind. But perhaps this critical view of

around the globe that have to grapple with this challenge. It is

developments is to be expected. Where change occurs, new

in these regions that the ideas, business models, and products

things evolve over time ; the loss of things we hold dear, how-

that make or break the success of an economy are devised,

ever, happens much faster.

and these regions will be instrumental in harnessing the opportunities of digital transformation. They need to do their utmost

Digitalisation – digital transformation – digital re-invention

to remain a driver of developments – instead of being driven

And now : the digital quantum leap. This is no longer about re-

changes before these changes occur. In other words, these

by developments – by anticipating and responding to imminent placing manual labour by machines or about substituting cheap

regions have to provide answers to questions yet to be asked.

imported steel for expensive domestic steel. Indeed, catego-

Such answers may take the form of technological innovations,

ries like cheaper, better and faster – the promises of earlier in-

of business-model innovations, and of social innovations.

dustrial revolutions – are rapidly losing currency. What we witness now is something altogether different – so much is clear,

The Lake Constance area – stretching across Southwest-Ger-

even though everything else remains vague, and this marks the

many, Northern Switzerland, and Western Austria – is one of

difference to the great paradigm shifts of the past.

those regions. It is a concentrated model of what has ensured

What do we know so far ? We are through with digitalisation :

the success of European industry in the past few decades. The

with merely substituting digital tools for analogous ones ; and,

Leadership Excellence Institute Zeppelin | LEIZ has now joined

strictly speaking, we are also through with digital transforma-

forces with SAP SE and several other companies in the region

tion : the functional optimisation of processes that are already

to establish the Lake Constance Innovation Cluster Digital

8

Transformation (BIC) whose mission is to help sustain that suc-

governing board on which the founding companies are repre-

cess under rapidly evolving circumstances. The partners act

sented.Digital transformation is a global process with massive

on the assumption that the regional industry – SME s and larger

local ramifications that needs to be shaped. This requires insti-

companies alike – possesses a wealth of expertise concerning

tutions. The Lake Constance Innovation Cluster Digital Trans-

the pre-conditions for digital transformation, its consequences

formation is one such institution that utilises regional expertise

and, above all, the opportunities it offers to business and socie-

to grapple with a global challenge – to the benefit of high-tech

ty. BIC is tasked with harvesting and processing that expertise

regions here and elsewhere.

and making it available within the region and beyond. Moreover, it is also tasked with developing the Lake Constance region as

q zu.de/bic | lennart.brand@zu.de

a “test laboratory” for those factors that help shape the digitally-driven structural changes in high-tech regions globally.

Ambitions for the future To this end, BIC will investigate the digital-transformation ­potentials of companies in the Lake Constance region ; examine how digital transformation affects society and industries in the region ; and foster exchange within and between industries in the region to help identify common innovation potentials ; and lay the foundations for an overarching digital-transformation strategy in the region. Its operational core is an “Innovation Lab” located within Zeppelin University and utilising the latter’s knowledge pool. The “Innovation Lab” will organise “Innovation Circles” within which representatives of BIC member companies jointly work on specific topics related to digital-transformation. It will process and conceptualise the expertise generated within the “Circles”. And it will disseminate the results within and beyond the Cluster. The general direction and long-term strategy of BIC are the responsibility of the 9

Digital transformation in the Lake Constance area – an analysis of the status quo

By Lennart Brand & Sabine Wiesmüller The Lake Constance region is known to be one of most inno-

transformation to the challenges and opportunities induced by

vative tech-regions in Europe. Hence, the various actors in this

digitalization for their industry, and finally to the implications

ecosystem, be they business owners, entrepreneurs or rep-

that digital change is likely to have for their companies and

resentatives from the public sector, possess great knowledge

for society as a whole. This questionnaire structure allowed

about the preconditions, consequences, but most importantly,

the researchers to draw conclusions concerning technolog-

the opportunities that accompany digital transformation. With

ical ­innovation, business model innovation and social innova-

that said, the LEIZ decided to conduct a hitherto unique study

tion, the areas that the Lake Constance Innovation Cluster is

with representatives from the public and private sector in the

­addressing with its operations and in its strategy.

German-speaking part of the Lake Constance region. Furthermore, the study served as a basis for the formation of the Lake

For the study, three of the most representative industries for

Constance Innovation Cluster / B IC , which aims to bring togeth-

the region were chosen for further analysis, namely the auto-

er those actors in the region who have an affinity to digital

motive, the engineering industry and the IT industry. The inter-

transformation.

views with representatives from each industry were analyzed separately to gain a full understanding of what digital transfor-

The structure of the study

mation means for each specific industry. In addition, the complete sample was analyzed with regard to common findings

In order to gain in-depth information on the status quo of dig-

across all industries. As a consequence, the study was divided

italizing companies in the region, on the perspective of com-

into four main chapters: one on each industry and one separate

pany-leaders and also on the challenges and opportunities of

chapter on cross-industry findings.

digital transformation for society, the researchers decided that the format of qualitative research would be most appropriate.

A short insight into the findings of the study

Thus, personal interviews of one hour each were conducted with 31 corporate representatives and some interviewees from

When it came to the findings that applied to each industry, the

the public sector, all at executive management level. Most of

majority of the interviewees stated that, within their company,

the interviewees are located in the northern Lake Constance

digital transformation, along with its challenges and opportuni-

region. The interviews were conducted in a semi-structured

ties, was still perceived as an internal topic. Only few interview

manner, in order to allow the interviewees to focus on the

partners referred to the implications of digitalization for society

topics that interested or concerned them most. Questions

and the environment. For the public sector, the answers can

ranged from the interviewees’ overall understanding of digital

be clustered into three topics: ( i ) a need for stringent ­regulation,

10

( ii ) support concerning, and complete information on, new data

companies as clients and helping them adapt to digital change.

security laws, and ( iii ) the desire for a nationally-agreed dig-

In conclusion, engineering companies described their journey

italization policy. Hence, the examples given in terms of the

as moving “from classical engineering to becoming a software

implications mainly stemmed from a business context. For in-

provider”.

stance, it is rare for companies to acquire external expertise or to employ experts in the field of digitalization to implement

The findings from the IT industry confirmed the assumption

their digital strategy ; the majority chose someone from within

that, as the main drivers of digital change, IT companies can in-

their ranks to transform their processes and strategies.

deed be seen as pioneers in this regard. The interviewees stated many important factors in the context of successfully adapt-

However, analysis showed that four topics were of major in-

ing a company to digital change, ranging from a progressive

terest for all industries : the implementation and implication of

corporate culture that allows for mistakes and fosters diversity

Artificial Intelligence ; lifelong learning and acceptance of tech-

in thought and background, embracing new business models

nology among staff ; cybersecurity ; and digital sustainability

and technologies as well as agile leaderships models and of-

management.

fering a broad range of training modules on new technologies.

In the automotive industry, the influence of digital transforma-

Implications of the study

tion was most visible at product level. Many companies decided to adapt or expand their product line in order to meet the

The findings of the study identified an asymmetry of informa-

needs of the economy. However, only very few of the inter-

tion not only among industries but also among IT experts and

viewees in this industry stated that their company had devel-

executives within a company. More than ever, these times of

oped a company-wide digital strategy. Nonetheless, two-thirds

rapid change in the business environment call for high levels of

of the interviewees confirmed that digital transformation was or

communication. Therefore, the LEIZ decided to create the Lake

would be of high importance for their company’s performance.

Constance Innovation Cluster as a platform that aims to foster dialogue between various stakeholders, to create a shared dig-

The interviews in the engineering industry, on the other hand,

ital agenda for the Lake Constance region and to invite experts

showed that, rather than changing their product portfolio, the

on digitalization-related topics.

industry mainly focused on adapting and developing services and usability concepts to meet the needs of clients. In addition, many interviewees stated the importance of keeping ­traditional

q zu.de/bic | sabine.wiesmueller@zu.de

11

Digital Civil Society

By Ramona Maria Kordesch In the age of digitalisation the rediscovery of places where so-

Digital social ecosystems

cial co-existence and interaction takes place beyond the sphere of family privacy is important. In its contemporary form, public

Alongside the findings concerning innovation research, civil so-

space is digitally connected. Digital communication and assis-

ciety represents a crucial field of development for social innova-

tance systems make an important contribution to public se-

tions. As a rebuttal against the institutionalisation of exclusion,

curity in the same way as channels of network activism have

organisational models for the development of social space draw

matured into new public media. Whether it is finding a lift via

on the formation of social contacts and relations and perceive

car-sharing, exchanging one’s possessions via exchange plat-

citizens as being in need of, and providing, solutions in a societal

forms and so-called “swapmeets” or looking for a new partner

ecosystem of stakeholders. The increasing shift in social spac-

and engaging in online dating, the digitalisation of nigh-on all

es for real-world humanity from analogue to digital provides the

walks of life is proliferating and impacting on the development

discipline of sociology of transformation with a new field of re-

of social co-existence and interaction. Digital applications via PC

search – that of digital social ecosystems.

or smartphone have made life in general easier and everyday life more convenient. Progress in digital communication tech-

Connectivity as a driver for social innovation

nology is a challenge for all powers and sectors of society. Digital processes to organise public life is placing authorities under

The challenges shared by a grandmother in the “middle of no-

intensive pressure to develop ; whole industries are wrestling

where” in the Swabian Alps, whose closest relatives live and

with the digitalisation of their business models. Demanding and

work far away in the city of Stuttgart, and a single mother with

promising in equal measure, there is also a call for digital inno-

no husband and no parents can now be managed thanks to

vation in the non-profit sector, whose vision of the future is the

technological innovations from Silicon Valley. The individualis-

nurture and promotion of social innovations.

ation of network platforms geared towards voluntary work is fuelled by the trend towards digital social innovations. For example, open-source technologies give rise to new offerings and services that harness modern ubiquitous connectivity as a driver for social innovations in concrete social areas. New possibilities arise to activate citizen engagement and improve the coordination and cooperation of stakeholders.

12

This, in turn, g ­ ives rise to initiatives that have integrated the participatory opportunities of digitalisation into their structures, and that fundamentally enable the exchange of individual values, unconstrained by geographical limitations. When it comes to organising voluntary activities and engagement, switching processes to a digital or technological basis is both demanding and promising. This is especially the case given the decline in social engagement in classic engagement models among the younger generation. However, little research has thus far been conducted into the ramifications of technical innovations for the fields of activity and processes related to citizen engagement in the civil society.

Changes in civil society How will civil society be changed as a result of digitalisation, and what opportunities does technical progress offer for the development of social innovations ? The question as to the direction in which a digital civil society will develop is ultimately a question of the shaping of the framework conditions governing it. One thing is certain : digitalisation will lead to complete new constructs of “social value-added” that will enrich the work of civil society in particular and will demand new capabilities, characteristics and ways of thinking on the part of the players and stakeholders working with and within it. q ramona.kordesch@zu.de

HENRIE T TE FLORIA N, SELF - P ORTR AIT W ITH H AT, 1973. OIL ON C A N VAS.

13

E N I A C ( E L E C T R O N I C N U M E R I C A L I N T E G R AT O R A N D C O M P U T E R ) , C O M P L E T E D I N 19 4 5 , W A S O N E O F T H E F I R S T G E N E R A L- P U R P O S E E L E C T R O N I C C O M P U T E R S E V E R B U I LT. I T W A S D I G I TA L A N D A B L E T O S O LV E A L A R G E C L A S S O F N U M E R I C A L P R O B L E M S T H R O U G H R E P R O G R A M M I N G .

I N T H I S I M A G E , G L E N B E C K ( B A C KG R O U N D ) A N D B E T T Y S N Y D E R ( F O R E G R O U N D ) A R E P R O G R A M M I N G E N I A C .

Computational social science and digital humanities

By Isabel Jandeisek & Christian Fiedler Whereas the stakes are high for business practitioners to en-

On the one hand, the teaching of these techniques in scientific

ter and shape the digital economy, digitization processes and

methodology training is crucial for research institutes in order

artificial intelligence both shake the foundations of the Social

to produce up-to-date training and theory. On the other hand,

Sciences. The availability of previously inconceivable quantities

these techniques can then be used more intensively to investi-

and qualities of data resources ( “Big Data” ) and availability of

gate issues in the relevant field of research that are of practical

algorithms opens up wide opportunities for new forms of re-

relevance. In this respect, the application of complex computa-

search proposal. While, empirically, the understanding of digital

tional methods in the broader field of understanding the shift

disruption in global and local contexts comes into focus, meth-

towards, and within, the digital economy allows for new efforts

odologically the adaptation of and ethical reflection on digital

of intersectoral collaboration between business and research

research methods are becoming more prominent.

faculties. LEIZ has recently launched the Lake Constance Innovation Cluster Digital Transformation (BIC) in collaboration with

Challenges of digitization in the social sciences

SAP SE to monitor and comprehend processes of digital inno-

vation in a local context. This falls into the collaborative effort A promising path lies in Computational Social Sciences (CSS)

of research clusters at Zeppelin University to embrace topics

as an interdisciplinary research strategy that embraces compu-

related to the impacts of digitization on society. These endeav-

tational methods and makes them feasible for Humanities. At

ours represent the new research agenda of Zeppelin University,

their core lies the understanding of economic and social behav-

which has been devised by its Vice-President ( Research ), Prof

iour using software-driven tools such as machine learning and

Josef Wieland. In this respect, research about Computational

simulation. By developing and evaluating new computational

Social Science & Digital Humanities seems remarkable in shap-

methods in the field of Economics and the Social Sciences, ba-

ing the way economic and social research is made feasible for

sic and applied research should be made possible in all fields

state-of-the-art research design.

in which theoretically-sound analyses can be carried out using

q isabel.jandeisek@zu.de

complex data. In this regard, Big Data presents us with the task of revising or adapting possibly fundamental concepts of theory formation. In uncovering relationships of variables by means of numerical and computationally complex procedures Computational Social Sciences can assist practical and theoretical reflection to shed new light on the contextual knowledge of social phenomena.

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How to detect ethical leaders ?

By Eva Häuselmann, despite gmbh There is no doubt that leaders living up to ethical standards

To date, we have conducted more than 200 assessments aimed

are a decisive element in building an ethical culture. Therefore,

at selecting candidates for different positions. Our experiences

identifying and selecting ethical leaders who possess integrity

are very promising. As an outcome of our assessments, we have

appears to be a crucial challenge of any organization. After all,

found that about 20 % of all candidates show behaviour which

leaders occupy positions of trust.

even exceeds the requirements of the three moral intelligence elements mentioned above. For example, these candidates are

Assessment built on moral intelligence

likely to push for actions that increase long-term profitability and reduce costs, yet, they resist violations of the company's ethical

Since 2013, we have been conducting management assess-

values. They are attentive when crucial issues are at stake, be

ments with a focus on ethical leadership. In doing this, we

they compliance issues or interpersonal conflicts. Hence, they

build on the concept of moral intelligence by Carmen T ­ anner

appear to be likely to foster a culture of openness and trust. In

and Markus Christen ( 2014 ). This approach proposes that

contrast about 20 % of the assessed candidates fail to show

morally intelligent leaders require the following abilities :

elements of the above-mentioned behaviour. Though most

a ) the ability to recognize when ethical and company values are

candidates admit to having personal moral values, these values

at stake, b ) the ability to create solutions that balance ethical

appear not to be on their radar in business decisions. They tend

and economic issues, and c ) the ability to stand up resolutely

to overlook ethical or compliance risks. As leaders, they rarely

for value-based decision-making. In methodological terms, our

confront deviant behaviour and rarely engage in behaviour to

assessments are based on established multiple methods ( in-

promote fairness or respect. They lack interpersonal competen-

cluding role plays, case studies, questionnaires and interviews ).

cies to manage conflict and to act as a role model.

They are designed to obtain valid information about whether a candidate – applying for a leadership position – could be ex-

Identify leaders who deserve trust

pected to act with integrity. In this context, the client’s code of conduct – the organization’s moral compass – is used as the

In our assessments the candidates have to prove their worth in

essential reference system. Furthermore, to assess the value

situations which, in traditional management assessments, do

compass of the individual candidate, we have developed an in-

not occur. We observe and evaluate behaviour which helps to

novative online assessment tool, based on a diagnostic psycho-

identify leaders who deserve positions of trust and who are like-

logical method.

ly to promote a culture of integrity. q eh@despite-gmbh.ch

16

Leadership research and the time-value of context

By Derick de Jongh, Albert Luthuli Centre for Responsible Leadership, University of Pretoria, South Africa As social scientists we aim to substantiate our views, opinions

emerging from a number of examples in South Africa, I suggest

and assertions by referring to, and relying on, relevant and oft-

we put more emphasis on real time analysis. Whether it’s in the

cited literature in an attempt to prove to our readers that what

political field presenting real-time evidence of the leadership

we say has legitimacy, credibility, impact and, most ­importantly,

that South Africa now needs, given the state capture and ram-

is advancing knowledge ( Moed, 2005 ). These “indicators of re-

pant looting of state and private sector resources and the lead-

search performance” are the default position that academics

ership crisis in Cape Town, or the alarming unfolding of account-

follow in their daily activities. If, however, I deliberately move

ing scandals, there is no shortage of current context begging for

away from this position, I realise that these indicators might just

deeper analysis of leadership. On a daily basis we miss out on

be misplaced “indicators of research performance”. Borrowing

a number of context-rich opportunities to offer viewpoints on

from Baldauf, Dustdar, and Rosenberg ( 2007 ), I would equally ar-

contemporary leadership issues that matter today. As much as

gue the importance of context awareness concerning leadership

I support evidence-based findings on the challenges we face, I

research. South Africa provides ample evidence of leadership

find myself grappling with the time-lapse between the actual

and the richness of leadership consequences as systems of con-

leadership problem or question and its academic and research

text awareness which demand immediacy rather than procras-

value in future.

tination. Chandler and Vargo ( 2011 ) emphasise the importance of defining context uniquely since the heterogeneity of context

Reference list

affects the allocation of r­esources. The heterogeneity of the current South African leadership context emphasises the impor-

Baldauf, M., Dustdar, S. and Rosenberg, F., 2007. A survey on con-

tance of awareness and calls for research efforts that are not only

text-aware systems. International Journal of Ad Hoc and Ubiqui-

confined to future academic publications but, more importantly,

tous Computing, 2( 4 ), pp. 263–277.

to influencing current leadership practice. Without the direct ben-

Chandler, J.D. and Vargo, S.L., 2011. Contextualization and val-

efit of leadership research in addressing gaps in practice, we may

ue-in-context : How context frames exchange. Marketing theory,

find ourselves in a place of academic irrelevance and redundancy.

11( 1 ), pp. 35–49.

Moed, H.F., 2006. Citation analysis in research evaluation ­( Vol. 9 ).

Let’s get real

Springer Science & Business Media.

The complexity of the current leadership context in South Africa points towards the question as to how one can analyze leadership properly. Considering the underlying leadership dynamics 17

Global Studies : a triad of research, teaching and networking – Field study in Uganda

By Dominik Fischer & Julika Baumann Montecinos To provide students and staff of Zeppelin University with the op-

Nine young researchers – one topic

portunity to participate in projects within real transcultural settings : this is what Prof Josef Wieland, Director of the Leader-

When the Ugandan founder and CEO of the Hope Development

ship Excellence Institute Zeppelin | LEIZ and Dean of Research

Initiative (HDI) , Dr Agnes Atim Apea, gave her talk at the Trans-

at Zeppelin University, describes in his strategy of “Global Stud-

cultural Leadership Summit 2017, she inspired a wealth of ide-

ies”. According to this agenda, innovative formats of research

as on how to take her thoughts further within the context of

and teaching aim to connect people from different cultural back-

transcultural research. Based upon the values and ambitions of

grounds and disciplines and to enable them to cooperate and to

Ugandan rural communities, the HDI is a social-entrepreneur-

learn across borders.

ship venture that helps female rice farmers realize their full potential. Eight Zeppelin University students and alumni, led by

Cooperation and learning across borders

LEIZ researcher Dominik Fischer, set out to analyse and docu-

ment the work of the HDI in their joint research project, entitled Under the umbrella of the “Transcultural Caravan” LEIZ trans-

“Transculturality and Community. A case study on the Hope De-

lates its theoretical concepts into practical projects in a global

velopment Initiative in Uganda”. During a 10-day field trip, the

setting. Along the way, the notions of transculturality and lead-

young researchers conducted interviews and observations on

ership serve – for one thing – as tools for the analysis of practi-

site and met with Ugandan experts from various sectors. This

cal challenges and – for another thing – as a basis for research

provided them with insights into the overarching challenges the

methods and didactics. One example for the implementation of

HDI seeks to address. Subsequently, each researcher has been

this strategy is the Transcultural Research Group that emanat-

covering a unique perspective on the HDI ’s work – in terms of

ed from the “Transcultural Leadership Summit 2017 : Learning

politics, social entrepreneurship, culture and identity, digitaliza-

about Sub-Saharan Africa”. It offers a learning arena to young

tion, business, leadership, and fine arts.

researchers each of whom is making a particular contribution to the overall research question. Thereby connecting diverse cul-

“Leadership under the mango tree”

tural and disciplinary backgrounds, this project illustrates what the “Global Studies” aspire to. Transculturality is not only the

In line with the concept of Global Studies, various features of

starting point and the object of study of the Transcultural Re-

the field trip’s agenda and methods made it a real transcultural

search Group, but it is also its working mode.

project. The close cooperation with Dr Agnes Atim Apea in the preparation and realization of the research, the three-day stay in the rural district of Amolatar, as well as the inclusion of ­Ugandan

18

students and researchers, shaped the group’s experience. In

perspectives on the research questions and beyond. Jointly or-

Amolatar in central Uganda, where the HDI conducts most of

ganized by the HDI, LEIZ and Makerere University, this sympo-

its activities, the young researchers got the opportunity to visit

sium proved to be a fertile platform for transcultural exchange

facilities such as the rice mill, the local HDI office, and the Initi-

and might be a starting point for further cooperation between

ative’s radio station, and met with local stakeholders, among

HDI and the two universities.

them politicians and community leaders. Thus, they not only experienced first-hand what Dr Apea calls “leadership under the

Upon their return to Germany, the young researchers evaluated

mango tree” and gathered extensive data but were also able to

their findings. Both the participating students and the Ugandan

discuss their observations with local experts, as some students

experts will contribute to a forthcoming book-publication with

and researchers from Makerere University had accepted LEIZ ’s

the results of the research effort. In the meantime, some initial

invitation to accompany the group. Back in Kampala, a Sympo-

results are being presented at a Transcultural Research Sympo-

sium on Women Leadership and Entrepreneurship was held at

sium held by LEIZ at Zeppelin University in November.

Makerere University, where the 60 participants discussed their

q julika.montecinos@zu.de

19

I N T H E L AT E 19 4 0 S, T H E E L E C T R O N I C D I S C R E T E VA R I A B L E A U T O M AT I C C O M P U T E R ( E D VA C ) W A S B U I LT. E D VA C O P E R AT E D O N A B I N A R Y ( R AT H E R T H A N D E C I M A L ) B A S I S A N D I M P L E M E N T E D JOHN VON NEUM A NN'S CONCEP T UNDER WHICH THE PROGR AMME IS STORED IN THE SAME MEMORY AS T H E D ATA A N D W H I C H F O R M S T H E B A S I S F O R M O S T C O M P U T E R S K N O W N T O D AY.

Sustainability Hype Cycle Bodensee

By Lukas Törner Mastery of digital transformation is generally associated with

Hype

companies based in Europe’s metropoles. The quiet Lake Con-

| Efficiency by Artificial Intelligence relates to SDG 8 : “Decent

stance region – with a Lake rather than a buzzing city at its centre – may appear to be at risk of taking the backseat with regard to digital transformation. However, that is not so. And precisely

work and economic growth” | Autonomous Driving is consistently named supportive to SDG 3 : “Good health and well-being”

because that is not so – because it is indeed a highly innovative, high-technology region being home to companies that have

Trough of Disillusionment

been successful for decades – digital transformation is bound

| Strong IT Security contributes to SDG 16 : “Peace, justice and

to effect dramatic societal change. This becomes particularly

strong institutions”

evident when viewed through the lense of the United Nations’ Sustainable Development Goals (SDG s ).

Slope of Enlightenment | E -Motor is discussed as a contribution to fight SDG 13 :

Recent research at the Leadership Excellence Institute ­Zeppelin

“Climate action”

LEIZ ( based on a master’s thesis at Zeppelin University’s Chair

| Lifelong Learning in companies is mentioned as contributing to

for Mobility, Trade and Logistics ) has developed the “Sustaina-

SDG 4 : “Quality education”

bility Hype Cycle Bodensee”. It portrays digitally-driven sustainability innovations which are pursued by medium-sized compa-

Plateau of Productivity

nies in the German part of the Lake Constance region. Based

| D igital Corporate Social Responsibility Reporting boosts

on 21 explorative interviews with managers of local companies and using a Technology Acceptance Model approach to the hype cycle, nine topics are derived from and associated with

SDG 17 : “Partnerships for the Goals”

| A Virtual Meeting Culture has significant consequences for SDG 9 : “Industry, innovation and infrastructure”

the a ) SDG s and b ) degree of product maturity.

Technology Trigger | Cradle to Cradle products support SDG 12 : “Responsible production and consumption”

The research offers inspiration for cross-industry innovation in times of digital transformation. q lukas.toerner@zu.de

| Sustainability by autonomous design will create opportunities for SDG 15 : “life on land”

21

Miscellaneous projects

Big data in the insurance industry

New lecture by the Chair of Economic Psychology and

– Dealing with ethical and legal challenges

Leader­ship Ethics : “Introduction to Behavioural Economics”

By Carmen Tanner

By Matthias Sohn & The Behavioural Science Club

Imagine the following situation : The car liability insurance of-

Behavioural research in economics and economic ­psychology

fered by your insurance company includes your driving behav-

has been challenging the standard-economic paradigm of

iour being recorded by having a recorder installed in your car.

rational and self-maximizing decision-makers. Behavioural

Using this data, the insurance company establishes links be-

economics is primarily concerned with the bounds of human

tween driving behaviour and accident risks, and lowers the pre-

rationality and attempts to generate an authentic and realistic

miums of low-risk drivers accordingly. Such a scenario is close

description of human behaviour. The discipline has recently

to reality. In fact, insurance companies show a keen interest in

gained additional momentum as Richard H. Thaler was award-

various possible applications of Big Data, since it gives access

ed the Nobel Memorial Prize in 2017, which underpins the im-

to personalized profiles. Hence, such digital innovations pose

portance of behavioural economics within economic sciences.

serious questions: How compatible is this with the original eth-

In the lecture “Introduction to Behavioural Economics” initi-

ical foundation of insurance companies, namely the principle

ated by the student-led initiative “Behavioural Science Club”,

of solidarity – the idea of sharing risks ? Which other ethical

Jonas Ludwig ( Chair of Social and Economic Psychology ) and

values may be seen at risk by which Big Data application ? As

Dr Matthias Sohn ( Leadership Excellence Institute Zeppelin

part of a Swiss National Research Programme ( NFP 75 Big

LEIZ ), we aim to provide students with a comprehensive intro-

data ), funded by the Swiss National Science Foundation (SNF) ,

duction to theories and methods in behavioural economics. The

Prof Carmen Tanner and researchers from various disciplines

course consists of two complementary seminars. The seminar

are currently examining such questions, in collaboration with a

“Foundations of Behavioural Economics“ provides a theoretical

large Swiss insurance company.

framework. The “Behavioural Economics Experimental Work-

q andrea.frueh@zu.de

shop” enables students to conduct, analyze and report their own research covering diverse topics such as biases in decision making, distributional preferences, or the psychology of money. The lecture will be held in Spring Semester 2019. q matthias.sohn@zu.de

22

Relational governance in global value chains

The Transcultural Caravan visits the exhibition “Racism – The Invention of Human Races”

By Isabel Jandeisek

By Julika Baumann Montecinos & Nils Geib

In the public-private interface, social standards as put forward

In October 2018, Professor Josef Wieland led a research

by international organizations such as the UN or the OECD seem

team comprising eight student researchers to the Deutsches

to be a viable tool to ensure social compliance. The recent CSR

­Hygiene-Museum Dresden. Together they visited the exhibi-

consensus launched by the German Government is one exam-

tion “Racism – The Invention of Human Races”. The exhibition

ple of multi-stakeholder cooperation in order to arrive at social

analyses the workings and scientific methods of racial classifi-

guidelines for business, NGO s and governments. Merging the

cation, illustrates its media dissemination, addresses the ­history

insights gained from literature on Global Value Chains ( GVC s )

of the Deutsches Hygiene Museum in terms of racial propa-

and Relational Economics, research currently undertaken by

ganda under National Socialism and points towards politics of

the Leadership Excellence Institute Zeppelin | LEIZ focuses on

racial exploitation in the colonial period. The group was joined

assessing social standards’ capability to serve as a governance

by a number of sociology students from Dresden’s University

tool that closes the gap between public and private govern-

of Technology and their professor, Prof Heike ­Greschke, as well

ance. The global and local features of GVC s within the broader

as museum staff, Dr Susanne Illmer, Dr Carola Rupprecht and

context of global production networks are being explored. Key

the exhibition’s curator Susanne Wernsing. After a guided tour,

dynamics of the civil society-, business- and politics nexus in

the group held a workshop to discuss aspects of racism, re-

national, inter- and transnational cooperation are being elabo-

flecting on the exhibition and prominent ­approaches to address

rated. As society imposes normativity upon the business realm

inequality issues, and taking a closer look at the potentials of a

from various angles, the perspectives on transnational cooper-

transcultural approach and its – primarily ­economic – perspec-

ation are being critically assessed. The research gives further

tive. All panel members agreed on the importance of empathy

insight into managing risk-based due diligence from a business

skills and the avoidance of prejudices when facing social diver-

and societal point of view.

sity in any given context or interaction.

q isabel.jandeisek@zu.de

q julika.montecinos@zu.de

23

Notable bachelor’s and master’s theses Recently submitted Fiedler, Christian

Schneller, Christopher ( 2018 )

Enacting Relational Contracts – An Attempt at Relating Sen-

Regulatory focus theory, appraisal theory and decision-making :

semaking Studies to the Theory of Relational Contracts (B.A .)

Towards a theoretical linkage (B.A)

Supervisor : Prof Josef Wieland

Supervisor : Prof Carmen Tanner

Gornik, Janis ( 2018 )

Ullmann, Eva ( 2018 )

Buyer-Supplier Relations in the German Automotive Industry

Microfoundations of Strategy – Leadership in the Resource-­

– A Comparison with the Japanese Model (B.A .)

Based View of the Firm (M.A .)

Supervisor : Prof Josef Wieland

Supervisor : Prof Josef Wieland, Dominik Fischer

Heisterkamp, Maximilian ( 2018 )

Urthaler, Sebastian ( 2018 )

Relational Leadership as a Contemporary Approach in the Age

Transculturality and its Focus on Commonalities. A ­Contribution

of Digital Transformation in ICT Companies (B.A .)

to the Assessment and Operationalization of Transcultural

Supervisor : Prof Josef Wieland

Competence (B.A .)

Supervisors : Prof Josef Wieland, Julika Baumann Montecinos

Knüsel, Lukas B. ( 2018 ) Characteristics of sustainable business models and a sustainable business model canvas („Charakteristika nachhaltiger ­Ge­schäftsmodelle und eines Sustainable Business Model ­Canvas“) (B.A .)

Supervisor : Prof Josef Wieland

Müller, Miriam Mona ( 2018 ) Transcultural Governance of Women’s Rights : To what extent can transculturality improve the outcome of UN Women’s economic empowerment programs ? (M.A .)

Supervisor : Prof Josef Wieland und Dr Angelica V. Marte

I N T H E E A R LY 19 6 0 S, THE TUBE- BASED PROCESSORS WERE REPL ACED

BY TR A NSIS TORIZED T Y PES.

24

P UBL IC AT IONS

New publications MARTE, A ., WENZEL, J. (2018)

ZIPS, W., MARTE, A .V. (2018)

Leaders are made, not born. Was wir wirklich über ­führende Frau-

Seychellen : Der Reggae-Archipel, Riddim Magazine, Nr. 2 / 2018,

en denken ( Blog auf Teilzeitmann.ch, doitsmart.ch, letsmim.ch ).

München.

MARTE, A ., ZIPS, W. (2018)

Publications currently in press

The Tail of the Leopard : Gendering Traditional Leadership in Botswana – a Role Model for Inclusive Leadership in Sub-

BÖHM, G., TANNER, C. (IN PRESS)

Saharan Africa ?, in : Wieland, J., Baumann Montecinos, J.

Environmental risk perception. In L. Steg, A.E. van den Berg, &

( Eds. ) : Sub-Saharan Perspectives on Transcultural Leadership,

J.I.M. de Groot (Eds.) : Environmental Psychology : An Introduction

Marburg : Metropolis, 103–124.

( zweite, überarbeitete Auflage ). West Sussex : Wiley-Blackwell.

SOHN, M., FISCHER, D., & SOHN, W. (2019)

JANDEISEK, I. (IN PRESS)

An experimental study on corporate social responsibility in jun-

Unternehmerische Verantwortung in globalen Liefer- und

ior managers’ project choice in an energy-producing company.

­Wert­schöpfungsketten: der Berliner CSR Konsens, in : Wieland,

In A. Lindgreen, C. Vallaster, S. Yousafazai, & B. Hirsch ( Eds. ),

J. , Grüninger, S. , Steinmeyer ( Eds. ) Handbuch Compliance

Measuring and Controlling Sustainability: Spanning Theory and

Mangement, 3. Aufl. ESV.

Practice ( pp. 224–239 ). New York, NY : Routledge.

MARTE, A ., ERMER, I. (IN PRESS) WIEL AND, J. (2018)

Talent but lost ? Gender-sensitives, inklusives Talent M ­ anagement

Relational Economics. Ökonomische Theorie der Governance

für mehr weiblichen Führungskräftenachwuchs

wirtschaftlicher Transaktionen, Marburg : Metropolis.

STIMMLER, D., TANNER, C. (IN PRESS) WIEL AND, J., BAUMANN MONTECINOS, J. (EDS.) (2018)

Preventing wrongdoing and promoting ethical conduct : An in-

Sub-Saharan Perspectives on Transcultural Leadership,

tegrated approach to corporate ethical culture. In E. Kirchler &

Marburg : Metropolis.

K. Gangl ( Eds. ). A research agenda for Economic Psychology.

Cheltenham, UK : Edward Elgar Publishing.

WIEL AND, J., BAUMANN MONTECINOS, J. (2018)

Transculturality and Global Value Creation, in : Wieland, J.,

WIEL AND, J., BAUMANN MONTECINOS, J. (EDS.) (IN PRESS)

Baumann Montecinos, J. ( Eds. ) : Sub-Saharan Perspectives on

Transcultural Leadership and Transcultural Competence,

Transcultural Leadership, Marburg : Metropolis, 17–39.

Marburg : Metropolis.

26

P EOP L E

Management Committee Prof Dr Josef Wieland – Holder

Prof Dr Carmen Tanner – Holder

of the Chair for Institutional Eco-

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 : An expert in the field of

fessorship at the Department

compliance and business ethics

of Banking and Finance at the

of more than 20 years standing,

University of Zurich and the di-

he initiated the Forum Compli-

rectorship of the “Center for Re-

ance & Integrity (FCI) and chairs

sponsibility in Finance”, taught

the German Network of Business Ethics (DNWE) . He is a mem-

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

ber of, inter alia, the national CSR Forum, the jury for the German

Northwestern University in the US, and the Max Planck Institut

government’s CSR Award, and the Advisory Council for Sustain-

Jena). Her main research topics are behavioural business ethics

ability of the government of the federal state of Baden-Würt-

and moral intelligence.

temberg. In the context of the German G20 presidency in

q carmen.tanner@zu.de

2016/2017, Prof. Wieland co-chaired the working group “Sustainability in Global Value Chains” within the Think20 process.

Dr Lennart Brand – M ­ anaging

Since 2017, Josef Wieland has been Vice-President (Research)

Director of LEIZ . ­Lennart Brand

of Zeppelin University.

pursued a career in the aviation

q josef.wieland@zu.de

industry before t­aking his D.Phil. at the ­University of Oxford (St. John’s College). He joined Zeppelin University in 2012 and was appointed ­ M anaging Director of LEIZ in 2015. Lennart Brand serves on the Oxford University Alumni Board and the Academic Board (DACH) of SAP SE. A literary historian by trade, his research interests focus on German literature of the ­early 20th century, in particular Ernst Jünger and Karl Kraus. q lennart.brand@zu.de

27

P EOP L E

Senior Researchers Prof Dr Derick de Jongh – Visit-

Dr Angelica Marte – Visiting

ing Researcher : Derick de Jongh

Researcher & Senior Lecturer :

is the Founding Director of The

Angelica Marte pursued a career

Albert Luthuli Centre for Respon-

in the consumer industry before

sible Leadership (ALCRL) at the

becoming a Research A ­ ssistant.

University of Pretoria. Previously

Following her Doctorate at the Pri-

he pursued a career in the private

vate University Witten/Herdecke,

sector occupying positions in Hu-

she worked as a Research Affil-

man Resources and Strategy. He

iate at the MIT Center for Collec-

subsequently founded the Centre

tive Intelligence. At ZU , she has

for Corporate Citizenship at the University of South Africa (UNI -

held several research and teaching posts. Her main research

SA) in 2002. Derick holds numerous visiting research positions

interests are female / mixed leadership, leadership development

at prestigious institutions all over the world. He is an internation-

& diversity. Her research has been supplemented by film mak-

ally recognized expert on topics like responsible leadership, cor-

ing in different societies. She founded “mim_more is more”, a

porate social responsibility and corporate citizenship.

company focusing on pioneering inclusive organizations with an

q derick.dejongh@up.ac.za

inclusive leadership approach. q a.marte@letsmim.com

Dr Ramona Maria Kordesch – Senior Research Fellow : Ramona M. Kordesch studied Catholic Theology and Religious Studies at Graz and Tübingen and was head of the research unit “Innovation systems of charitable organizations” at ZU until 2016. Her research interests include non-profit and civil-society research. Outside her academic responsibilities, Dr Kordesch runs “Societas Futura” in Austria – a think-tank for “multi-dimensional entrepreneurship to shape tomorrow’s world.” q ramona.kordesch@zu.de

28

P EOP L E

Administration

Research Assistants Andrea Früh – Personal Assis-

Dr Matthias Sohn – Post-doc-

tant: After working in event mar-

toral Researcher at the Chair of

keting for several years, Andrea

Economic Psychology and Lead-

Früh – a graduate in sports sci-

ership Ethics: Matthias Sohn re-

ence and business administra-

ceived his MS c at the University

tion – joined ZU in 2011. After a

of Basel and the Nestlé Research

series of posts in various de-

Center in Lausanne. Having ob-

partments, she began working

tained his PhD from the Bundes­

at LEIZ in 2015.

wehr University, Munich, where

q andrea.frueh@zu.de

he was affiliated with the Chair of Management Accounting, he has been with LEIZ since 2015.

Silke Rinkenburger – Personal

His current research focus is behavioural business ethics, be-

Assistant: After working in the

havioural accounting, and behavioural finance.

banking sector for twelve years &

q matthias.sohn@zu.de

taking six years out to raise a family, Silke Rinkenburger, a qualified

Julika Baumann Montecinos –

bank clerk, has worked at ZU in var-

Head of “Transcultural Manage-

ious capacities since 2011. She has

ment Studies” and Manager Ex-

held her post at LEIZ since 2015.

ternal Relations at LEIZ : She

q silke.rinkenburger@zu.de

graduated in International Cultural and Business Studies from the University of Passau, including various stays in China, India, the Dominican Republic and Brazil.

She pursued a career in the automotive industry before joining LEIZ in 2014. Under the direction of Prof Wieland she conducted a research project on CSR evaluation for the German Federal Ministry of Labour and Social Affairs. Her main research topics are informal institutions, transcultural management, and corporate responsibility in a transcultural context. q julika.montecinos@zu.de

29

P EOP L E

Dominik Fischer – Research

Diana Stimmler – Research As-

Assistant and PhD student at the

sistant and PhD student at the

Chair of Institutional Economics:

Chair of Economic Psychology

Dominik Fischer studied at Zep-

and Leadership Ethics : Diana

pelin University, the University of

Stimmler studied Sociology, Pol-

Sydney, the London School of

itics and Economics at Zeppelin

Economics and Political Science,

University and at Hallym Univer-

and the Indian Institute of Man-

sity in South Korea. She went on

agement. His main research in-

to graduate with an MS c in Psy-

terests are leadership, network

chology of Economic Life from

governance, and transcultural management as a response to

the London School of Economics and Political Science in 2017

the institutional environment. In addition, he focuses on CSR

before returning to LEIZ . Her research primarily focuses on cor-

and shared value as a strategic tool.

porate ethical culture and behavioral business ethics.

q dominik.fischer@zu.de

q diana.stimmler@zu.de

Isabel Jandeisek – Research

Lukas Törner – Deputy Head of

Assistant and PhD student at the

the Lake Constance Innovation

Chair of Institutional Economics:

Cluster and PhD student at the

Isabel Jandeisek studied Political

Chair of Institutional Economics :

and Economic Sciences at Zep-

Lukas Törner studied at Zeppelin

pelin University, the University of

University, the Institute of Social

Bielefeld, and St Petersburg Uni-

Ecology Vienna, and Leuphana

versity. During the German G20

University Lüneburg. Since his

presidency in 2017, she took part

environmental-science bachelor

in the working group “Sustaina-

degree, he has focused on ERP

bility in GVC s” within the Think20 process. In 2016, she was

systems to manage and report sustainability. In this context, his

invited to be a visiting research scholar at FDU , New Jersey. Her

first publication addressed paradigms of environmental dam-

research focuses on governance economics, corporate respon-

age. His PhD dissertation, too, is on “Sustainability Software.”

sibility, shared value creation, and the role of innovations for the

q lukas.toerner@zu.de

global UN Agenda 2030 for Sustainable Development. q isabel.jandeisek@zu.de

30

P EOP L E

Sabine Wiesmüller – Head of the

Nicole Witt – Research Assis-

Lake Constance Innovation Clus-

tant and PhD student at the

ter and PhD candidate at the Wit-

Chair of Economic Psychology

tenberg Center for Global Ethics

and Leadership Ethics: Nicole

and the Chair of Institutional Eco-

Witt received her diploma in

nomics : Sabine Wiesmüller stud-

psychology with a minor in math-

ied International Management at

ematics from Heinrich-Heine

Passau University, Universidad de

University in Düsseldorf in 2010

Granada, Spain and Universidad

and worked as a market-research

de Guadalajara, Mexico. In her

consultant after graduation. Her

Master’s degree, she focused on compliance management and

research focuses on moral behavior at work, especially on

business ethics and went on to pursue her PhD in the same

the development of instruments measuring moral courage

field. In her work and research, she primarily focuses on the

and moral resoluteness.

implications of new technologies on corporate responsibility

q nicole.witt@zu.de

and society. q sabine.wiesmueller@zu.de

31

PA R T O F A N I CO N I C CO M M O D ORE 6 4 P RIN T A D F RO M 19 8 5 – CO M M O D ORE 6 4 W I T H P RIN T ER , V I C M O D EM , M O N I TOR A N D DISK D RI V E

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 other 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 Finedrawing: Petra Mohr Picture on page 32: Adam Podstawczynski

In times of change the greatest danger is to act with yesterday’s logic.

PETER DRUCKER