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Diversity is increasingly being addressed as an innovation-promoting factor. For this reason, companies and institutions tackle the integration of a diversity management approach that enables a heterogenic perspective on innovation development. However, system-theoretical frameworks state that the implementation of diversity measures that are not tailored to the needs of the organization often leads to a rejection or reactivity with regard to the management approach. In this context, especially organizations, which are characterized by a specific hierarchical structure, a dominant habitus or specialist culture, must face the challenge of realizing a sustainable change of the corporate culture that sets the basis for implementing diversity management approaches. The presented research project focuses on analyzing the situation in a huge scientific collaborative project - so called Cluster of Excellence (CoE) - with the aim to implement a diversity - and innovation management strategy. Considering the influencing determinants, the CoE is characterized by its embeddedness in the scientific system, a complex organizational structure, and a high fluctuation rate. The paper presents a systemic approach of reflecting these factors in order to develop a diversity- and innovation management strategy. In this frame, the results of a quantitative survey of CoE employees and derived mindset-types are presented. The results show a need for taking different mindset-types into account, to be able to develop a tailored management strategy. The aim of the project is to give recommendations for developing a sustainable management concept that promotes both diversity and innovation by drawing on the persisting mindsets of organization members while reflecting top down as well as bottom up factors of implementation processes as well as the psychology of change. This paper addresses all who are concerned with the management of human resources in innovation processes and are striving for a cultural change within the framework of complex organizations.
Diversity management is seen as a decisive factor for ensuring the development of socially responsible innovations (Beacham and Shambaugh, 2011; Sonntag, 2014; López, 2015; Uebernickel et al., 2015). However, many diversity management approaches fail due to a one-sided consideration of diversity (Thomas and Ely, 2019) and a lacking linkage between the prevailing organizational culture and the perception of diversity in the respective organization. Reflecting the importance of diverse perspectives, research institutions have a special responsibility to actively deal with diversity, as they are publicly funded institutions that drive socially relevant development and educate future generations of developers, leaders and decision-makers. Nevertheless, only a few studies have so far dealt with the influence of the special framework conditions of the science system on diversity management. Focusing on the interdependency of the organizational culture and diversity management especially in a university research environment, this chapter aims in a first step to provide a theoretical perspective on the framework conditions of a complex research organization in Germany in order to understand the system-specific factors influencing diversity management. In a second step, an exploratory cluster analysis is presented, investigating the perception of diversity and possible influencing factors moderating this perception in a scientific organization. Combining both steps, the results show specific mechanisms and structures of the university research environment that have an impact on diversity management and rigidify structural barriers preventing an increase of diversity. The quantitative study also points out that the management level takes on a special role model function in the scientific system and thus has an influence on the perception of diversity. Consequently, when developing diversity management approaches in research organizations, it is necessary to consider the top-down direction of action, the special nature of organizational structures in the university research environment as well as the special role of the professorial level as role model for the scientific staff.
Contemporary research appreciates a diverse workforce as a potential source of innovation. Researchers explore the fine details of why diversity management is central for generating innovations in heterogeneous research groups and how it could be effectively implemented into organizations. Complex research associations that discuss topics with a high impact on society increasingly address the necessity of establishing a diverse workforce to confront the challenges of tomorrow. Characterized by complex management structures as well as hierarchies, research associations have not been a subject of investigation until now. For this reason, the presented research project aims to develop a diversity and innovation management strategy with the ultimate goal of inducing change in the corporate culture. The proposed approach consisted of six phases; the first two phases investigated the status quo of diversity in the existing organizational structures of member institutes and the variety of particular working cultures within the research association. The third and the fourth phases utilized qualitative and quantitative studies. The third phase focused on the connection of management level to diversity and innovation, and the need for diversity and innovation management, and tailor-made methods of implementing them. The first three phases have been accomplished successfully; preliminary results are already available. The fourth phase will mainly focus on exploring the mind-set of the employees. The fifth phase will consolidate the findings in the first four phases into an implementable strategy. The final phase will address the implementation of this strategy into the organization. Phases 4 to 6 have not yet been undertaken
Acknowledging that a diverse workforce could be a potential source of innovation, the current research deals with the fine details of why diversity management is central to achieving innovation in heterogeneous research groups and how this could be effectively realized in an organization. The types of heterogeneities addressed mainly include gender, qualification, academic discipline and intercultural perspectives. The type of organization being dealt with in this work is a complex association of research institutes at a technical university in Germany (RWTH Aachen University), namely a 'Cluster of Excellence', whereby several institutes of the university work collaboratively in different sub-projects. The 'Cluster of Excellence' is a part of the 'Excellence Initiative' of the German federal and state governments German Research Foundation (DFG) and German Council of Science and Humanities, with the ultimate aim of promoting cutting-edge research. To support interdisciplinary collaboration and thus the performance of the cluster, the development of a diversity and innovation management concept is presently in the conceptual phase and will be described in the frame of this paper. The 3-S-Diversity Model, composed of the three elements: skills, structure and strategy, serves as a basis for the development of the concept. The proposed concept consists of six phases; the first two phases lay the ground work by developing an understanding of the status quo on the forms of diversity in the Cluster of Excellence, the type of organizational structure of the member institutes and the varieties of specialist work cultures of the same. The third and the fourth phases build up on this foundation by means of qualitative and quantitative studies. While the third phase deals with the sensitization of the management level to the close connection between diversity and innovation; the need to manage them thereafter and find tailor-made methods of doing so, the fourth phase shall mainly focus on the mindset of the employees in this regard. The fifth phase shall consolidate the learnings and the ideas developed in the course of the first four phases into an implementable strategy. The ultimate phase shall be the implementation of this concept in the Cluster. The first three phases have been accomplished successfully and the preliminary results are already available.
Stand 01.01.2022 sind in Deutschland 618.460 elektrisch angetriebene KFZ zugelassen. Insgesamt sind derzeit 48.540.878 KFZ zugelassen, was einer Elektromobilitätsquote von ca. 1,2 % entspricht. Derzeit werden Elektromobile über Ladestationen oder Steckdosen mit dem Stromnetz verbunden und üblicherweise mit der vollen Ladekapazität des Anschlusses aufgeladen, bis das Batteriemanagementsystem des Fahrzeugs abhängig vom Ladezustand der Batterie die Ladeleistung reduziert.
„Smartes“ Laden an öffentlich zugänglichen Ladesäulen – Teil 2: USER-Verhalten und -Erwartungen
(2021)
Promoting diversity and combatting discrimination in research organizations: a practitioner’s guide
(2022)
The essay is addressed to practitioners in research management and from
academic leadership. It describes which measures can contribute to creating an inclusive climate for research teams and preventing and effectively dealing with discrimination. The practical recommendations consider the policy and organizational levels, as well as the individual perspective of research managers. Following a series of basic recommendations, six lessons learned are formulated, derived from the contributions to the edited collection on “Diversity and Discrimination in Research Organizations.”