Publication records

Our current environment has been typified as Volatile, Uncertain, Complex and Ambiguous or VUCA (e.g., Bennett & Lemoine, 2014; Horney, Pasmore, & O'Shea, 2010) – even before largely unpredicted developments in the political arena such as Brexit and the US presidential election. It may be argued that organizations themselves become VUCA, witness the accelerating pace at which firms rise and fall (Govindarajan & Srivastava, 2016). In that context, more and more decisions may be analyzed as errors in the making, as errors refer to “unintended and potentially avoidable deviations from organizationally specified goals and standards&x201D; (Lei, Naveh, & Novikov, 2016: 2). Insofar as errors may challenge critical organizational goals and resources, strategic error management becomes a critical challenge for leaders including top executives. Errors are pervasive at all levels of organizations (Hunter, Tate, Dzieweczynski, & Bedell-Avers, 2011; Makary & Daniel, 2016; Panko, 2008), and as we are shifting from managing stable operations to managing innovation and change, errors come in increasing numbers and kinds, with opportunities to learn from them. Errors can no longer be avoided by enforcing stability on organizations; instead, they must be managed as part of the innovation, growth, learning, and change process. This thought- provoking symposium brings together international scholars who share the idea that research on organizational errors and error management may provide insights and inform leaders at the strategic level. Our panelists will offer conclusions from recent research that will interest both scholars and practitioners in this under-explored area, and spark a debate on how to better detect, report and ultimately manage errors, for the benefit of not only organizations themselves, but also hopefully the society at large."

With permission of the Academy of Management

This paper develops a new suggestion on how to break the sovereign-bank nexus. This nexus, which is due to significant holdings of domestic sovereign debt by Euro zone banks, endangers financial stability. Our suggestion does not involve pooling and/or tranching and is fully consistent with standard Basel capital requirements. At the same time, it does not require capital provision for sovereign portfolios held as collateral for liquidity operations with the lender of last resort (LOLR). Rather, it differentiates between the purpose of collateral for LOLR liquidity operations and the individual investment decision of which sovereign debt to hold. In this way, our methodology is market-driven and can foster financial integration in Europe.

In April 2017, the Digital Society Institute hosted a workshop entitled "How secure is free software? Security record of open source and free software." The report summarizes the findings of the workshop and gives recommendations for companies and public agencies as well as policy recommendations.

The DSI has carried out stakeholder workshops with the automotive sector, mobility digital startups, automotive insurers, and vehicle inspectors and, on this basis, has developed the recommendations for safety, security and data policy in automotive IT. The car of the future will collect a wide range of data. Ownership and usage of those data must be clarified, and legal and technical characteristics have to be established in order to endure data protection, data security, vehicle safety, and a fair market.

This issue contains German text and English translation in one file.