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The following paper aims to find out consumers' expectations and attitudes towards the innovation "Metaverse". It will also be explored which role the Meta Group plays in mass adaption and how the company influences consumers' possible use and opinion on the project. These results are connected to the fashion industry, further exploring new types of products and a possible distribution channel. Therefore, this study is useful to developers of Metaverses and AR/VR products, the Meta Group, and fashion companies. The main results of this research are: Meta and the Metaverse are seen as critical, the required technology has not yet reached mainstream use, but interest is present. Digital fashion had participants divided, some not willing to spend any money and some already having spent over 100€, although the Metaverse's influence on future purchases is little. The Metaverse could serve as a new distribution channel for clothing products. To conduct this research Google Forms was used. The research is classified as survey-based. The biggest limitation is the nonexistence of the Metaverse as envisioned by Meta, making it hard for participants to answer some of the questions asked.
Unternehmen verlassen sich bei der Entwicklung von Software und Lösungen häufig auf das Know-How externer Dienstleister. Moderne Arbeits- und Kollaborationsformen verändern gleichzeitig die Entwicklung von Produkten und Dienstleistungen. Wie beeinflussen diese Trends die Zusammenarbeit und Kooperation zwischen Unternehmen und ihren externen agilen Dienstleistern? Ziel dieser wissenschaftlichen Arbeit ist es herauszufinden, welche Schritte unternehmen müssen, um agiles Arbeiten und die Zusammenarbeit mit externen Dienstleistern umzusetzen. Daher wurde anhand einer Fallstudie inklusive einer qualitativen Befragung herausgefunden und aufgezeigt, welche Maßnahmen und Handlungen Unternehmen ergreifen müssen, um das Ziel einer effektiven Umsetzung einer agilen Zusammenarbeit und Kooperation zu erreichen. Drei Kernthemen wurden identifiziert, auf deren Grundlage die Forschungsfragen zu den Maßnahmen beantwortet werden: Erstens, welche Möglichkeiten Unternehmen haben, ein internes agiles Setup zu implementieren, um mit agilen Dienstleistern auf Augenhöhe zusammenzuarbeiten. Zweitens, welche Vertragsvarianten die agile Zusammenarbeit unterstützen und verbessern können und drittens, welche agilen Techniken und Methoden in der agilen Zusammenarbeit eingesetzt werden sollten. Die Ergebnisse der Fallstudien bestätigen die Annahme, dass die drei identifizierten Kernthemen für eine effektive Zusammenarbeit im agilen Umfeld essenziell sind. Während einerseits nachgewiesen wurde, dass sich die Vertragsanforderungen hinsichtlich ihrer Flexibilität und Anpassungsfähigkeit veränderten, wurde andererseits auch nachgewiesen, dass das interne Setup agile Treiber, Techniken und Methoden erfordert, um eine effektive Zusammenarbeit mit agilen Dienstleistern zu ermöglichen. Dieser Artikel gibt einen Überblick über die wichtigsten Inhalte innerhalb der drei genannten Kernthemen und gibt Unternehmen zudem Hinweise, wie sie eine Basis für eine effektive Zusammenarbeit schaffen können.
In the single-processor scheduling problem with time restrictions there is one main processor and B resources that are used to execute the jobs. A perfect schedule has no idle times or gaps on the main processor and the makespan is therefore equal to the sum of the processing times. In general, more resources result in smaller makespans, and as it is in practical applications often more economic not to mobilize resources that will be unnecessary and expensive, we investigate in this paper the problem to find the smallest number B of resources that make a perfect schedule possible. We show that the decision version of this problem is NP-complete, derive new structural properties of perfect schedules, and we describe a Mixed Integer Linear Programming (MIP) formulation to solve the problem. A large number of computational tests show that (for our randomly chosen problem instances) only B=3 or B=4 resources are sufficient for a perfect schedule.
In 2019 at IBM, it was found that there is a strong dependence on a few large banks in bank sales, and the growth targets of the sales division cannot be achieved due to the existing business with these same customers. To counteract this dependency, an NCA-specific sales team for the banking industry was established to support small and medium-sized banks with personal commitment and expertise and to develop them into long-term business partners of IBM. This research focuses on the development of a performance measurement system for NCA-Sales teams. It postulates the hypothesis that more effective and better-suited performance measurement systems can be developed for NCA-Sales of information technology towards financial institutions. Authors use the methodology of expert interviews and Mayrings qualitative content analysis to gain insights into the relevant factors that need to be considered when evaluating the performance of such sales teams. The paper identifies stakeholders, challenges, and goals that should be integrated into a performance measurement system as well as KPIs to measure them. The results are being consolidated into a conceptual sketch for an NCA-sales optimized PMS. The paper distinguishes itself from other research through an approach that gives detailed guidance for the practical implementation of its findings. The research was conducted with professionals in the IT sector; however, all of them were working for the same company, and the data was collected in the short span of one week as it was part of a research. The outcome can be used for further studies on how to effectively measure performance in NCA-Sales teams.
Resource prospects of municipal solid wastes generated in the Ga East Municipal Assembly of Ghana
(2017)
Background: Municipal solid wastes management has recently become an important public health concern. Municipal solid wastes are a major source of raw materials that could be used for resource recovery for diverse applications.
Objectives: The present study aimed to determine the composition of municipal solid waste and recoverable resources from the waste of the Ga East Municipal Assembly (GEMA) in the Greater Accra region of Ghana.
Methods: An exploratory approach was used to collect pertinent data from the Abloradgei dumpsite in GEMA using semi-structured interviews and focus group discussion. A field characterization study was undertaken to segregate and estimate the value of various components of collected waste. Dumpsite workers were asked about current general composition of MSW, mode of collection and disposal, record of sanitation-related diseases, use of modern treatment plant, waste management legislation and enforcement challenges, number of trucks received by the dumpsite per day, record on pretreatment of MSW before disposal, and use of personnel protective equipment.
Results: The results showed that significant proportions (48.8%) of the municipal solid wastes were organic materials, while the remaining (51.2%) were inorganic materials. The results also showed that 63% of the municipal solid waste is collected with no sorting from the source and no modern treatment applied before dumping. It was estimated that the value of the recyclable materials in GEMA municipal solid waste amounts to Ghana Cedis (GH¢) 9,381,960 (plastic); 985,111 (mixed glass); 5,160,078 (paper) and 11,586,770 (metal) with a total of GH¢ 27,113,919 ($10,845,568) equivalent to 2,106,339.2 m3 (74,384,667.5 ft3) per annum of biogas from these components with a market value of GH¢ 1,997,972.17 ($768, 393.62); 11,579 Mwh (1.32 Mw) of electricity and 9,535 Mwh (1.09 Mw) of heat. This is estimated to be lost with the current waste management practices.
Conclusions: We recommend that GEMA institute sustainable recycling practices and utilization of biogas production technologies and prioritize sanitation and waste management education for the public, obligate home segregation of waste materials, involve workers by providing them with protective clothing, incorporate informal waste collectors and scavengers into the new system and collaborate with research institutions in waste-to-resource projects to ensure a more sustainable waste management system in the municipality.