TY  - CHAP
A1  - Fredebeul-Krein, Markus
T1  - Encouraging competition and investment into next generation access networks: The case of long term risk sharing contracts
N2  - Working paper distributed at 2nd Annual Next Generation Telecommunications Conference 2009, 13th – 14th October 2009, Brussels 14 pages Abstract Governments all over Europe are in the process of adopting new broadband strategies. The objective is to create modern telecommunications networks based on powerful broadband infrastructures". In doing so, they aim for innovative and investment-friendly concepts. For instance, in a recently published consultation paper on the subject the German regulator BNetzA declared that it will take “greater account of … reducing risks, securing the investment and innovation power, providing planning certainty and transparency – in order to support and advance broadband rollout in Germany”. It further states that when regulating wholesale rates it has to be ensured that “… adequate incentives for network rollout are provided on the one hand, while sustainable and fair competition is ensured on the other”. Also an EC draft recommendation on regulated network access is about to set new standards for the regulation of next generation access networks. According to the recommendation the prices of new assets shall be based on costs plus a projectspecific risk premium to be included in the costs of capital for the investment risk incurred by the operator. This approach has been criticised from various sides. In particular it has been questioned whether such an approach is adequate to meet the objectives of encouraging both competition and investment into next generation access networks. Against this background, the concept of “long term risk sharing contracts” has been proposed recently as an approach which does not only incorporate the various additional risks involved in the deployment of NGA infrastructure, but has several other advantages. This paper will demonstrate that the concept allows for competition to evolve at both the retail and wholesale level on fair, objective, non-discriminatory and transparent terms and conditions. Moreover, it ensures the highest possible investment incentive in line with socially desirable outcome. The paper is organised as follows: The next section will briefly outline the importance of encouraging competition and investment in an NGA-environment. The third section will specify the design of long term risk sharing contracts in view of achieving these objectives. The fourth section will examine potential problems associated with the concept. In doing so a way of how to deal with them will be elaborated. The last section will look at arguments against long term risk sharing contracts. It will be shown that these arguments are not strong enough to build a case against introducing such contracts.
KW  - Electronic Commerce
KW  - Breitband Markt
KW  - Regulierung
KW  - Internet
KW  - Bundesnetzagentur
KW  - broadband market
KW  - regulation
KW  - Internet
KW  - next generation access networks
KW  - risk sharing
Y1  - 2009
ER  - 
TY  - RPRT
A1  - Weßling, Matthias
T1  - How to deal with foreign cultures: an cross-cultural training-approach based on the didactical methodology of 'experiential learning' following Kolb & Fry
N2  - Many companies still conduct the worldwide management of people as if neither the external economic nor the internal structure of the firm had changed. The costs of cross-cultural failure, for individuals and their companies, are enormous: personal and family costs; financial, professional and emotional costs; costs to one’s career prospects, to one’s self-esteem, to one’s marriage and family. This scenario describes sufficiently the reason for learning “the art of crossing cultures” (Craig Storti). To this end, this research paper describes an innovative approach of cross-cultural training, following the didactical ideas of Kolb and Fry, the so-called 'experiential learning'.
N2  - Viele international agierende Unternehmen verfahren mit dem weltweiten Personalmanagement so, als wenn sich weder der ökonomische Kontext noch die internen Strukturen der Firmen geändert hätten. Die Kosten von interkulturellen Mißverständnissen und Fehlschlägen sind enorm - sowohl für alle beteiligten Personen, als auch für die betroffenen Unternehmen: hier geht es um berufliche, emotionale, soziale Kosten bis hin zu Beeinträchtigungen der Selbstwertschätzung oder auch der ehelichen Paarbeziehungen. Dieses Szenario beschreibt die Notwendigkeit, sich intensive auseinanderzusetzen mit dem, was Craig Storti "the art of crossing cultures" nennt. Vor diesem Hintergrund beschreibt das vorliegende Forschungspapier einen innovativen Ansatz für ein interkulturelles Managementtraining auf der methodischen Basis der didaktischen Idee des 'experiential learning' nach Kolb und Fry.
KW  - Interkulturelles Lernen
KW  - Kulturvergleich
KW  - Interkulturelles Management
KW  - Erfahrungsorientiertes Lernen
KW  - Völkerpsychologie
KW  - Interkulturelles Training
KW  - Managementtraining
KW  - Erfahrungslernen
KW  - Interkulturelles Lernen
KW  - Kulturvergleichende Psychologie
KW  - Cross-Cultural Training
KW  - Intercultural Awareness
KW  - Experiential Learning
KW  - Managementtraining
KW  - Cross-Cultural Psychology
Y1  - 2009
ER  -