HSG CRIS

Permanent URI for this communityhttps://www.alexandria.unisg.ch/handle/20.500.14171/1

Browse

Filters

24 - 40911640 - 202761.2K

Settings

Search Results

Now showing 1 - 10 of 66539
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    How to boost disability confidence in organizations? A framework with strategies and best practices for managers
    (Elsevier BV, 2026-12-01)
    Boehm, Stephan A.
    ;
    Riess, Louisa A.
    ;
    Khademi, Mahshid  
    Many managers aspire to build inclusive workplaces but often lack disability confidence, i.e. clarity about what inclusion requires, how to act and how to avoid mistakes. Drawing on data from over 70,000 employees in Germany, Switzerland, and beyond, we introduce the St. Gallen Inclusion Index (SGII), a framework that translates inclusion into four actionable dimensions: authenticity, belongingness, equal opportunities, and synergy. Authenticity emphasizes employees’ ability to be their true selves at work, including the decision to disclose invisible disabilities. Belongingness captures the experience of being recognized as a valued team member. It can be promoted with micro-interventions such as inclusion nuggets, that help translate belongingness into practical, everyday strategies. Equal opportunities require policies and practices on the organizational level to ensure that employees with disabilities have the chance to equally contribute, develop, and have a career like their colleagues without disabilities. To foster equal opportunities two measures are particularly important: accommodations and equitable, flexible work arrangements. Synergy describes the integration of diverse perspectives and highlights the importance to hear and learn about the workplace experiences of employees with disabilities. To foster synergy managers thus need to foster disability voice in the organization. By linking the four dimensions to concrete managerial practices, the SGII enables managers to act with confidence and helps organizations unlock the full potential of a disability-diverse workforce.
    Type:journal article
    Journal:Organizational Dynamics
    Volume:55
    Issue:4
    URL:https://doi.org/10.1016/j.orgdyn.2026.101284
    DOI:https://doi.org/10.1016/j.orgdyn.2026.101284
    URI:https://alexandria.unisg.ch/handle/20.500.14171/139164
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Blockchain für Finanzdienstleister - Pulsmesser 2026 | Blockchain for financial service providers - Pulse Survey 2026
    (2026-09-29)
    Thierry Hess
    ;
    Markus Pedrizat
    ;
    Philipp Netzer
    ;
    Samy Amara
    ;
    Tobias Trütsch  
    The Blockchain Pulse Survey 2026 paints the picture of a market positioned between an established crypto base and selective scaling. 64% of the 25 institutions surveyed attribute high long-term potential to blockchain. However, only 20% expect this to be achieved in the short term, while 52% assess its potential as low. Blockchain technology is not fundamentally called into question; however, respondents believe that its broader economic impact will be felt only in a more distant future. Cryptocurrencies are at the core of the offering: 68% of institutions have introduced a corresponding service, with custody and trading each offered by 64%. Implementation remains significantly more cautious for tokenisation and digital money. 52% view tokenised funds as an important market trend, yet only 12% offer tokenisation services and 64% have no plans to do so. At 80%, stablecoins and CBDCs lead the expected trends; however, only 20% of institutions currently offer their own stablecoin or settlement services, with a further 20% planning to do so. This reluctance is primarily due to economic and organisational reasons. 63% cite a lack of strategic prioritisation or an insufficient business case as a reason, 58% mention low customer interest and 46% point to regulatory or compliance requirements. At the same time, 87% of the responses regarding the main drivers relate to growth, expansion of offerings, or customer retention. The ambition is therefore commercial, but demand and profitability have not yet been demonstrated everywhere. Among active institutions, core banking systems, online banking, as well as order and trade processes are already largely integrated. Gaps exist mainly in risk management, treasury, and settlement. At the same time, 97% of planned service configurations involve external partners. For banks, product responsibility, integration, risk assessment, and provider management therefore remain key internal capabilities. Furthermore, regulation does not yet provide clear guidance: 12% view ongoing developments positively, while 36% consider it too early to judge. The next phase of development will therefore be determined less by new pilot projects and more by viable business cases, seamless integration, bankable partner solutions and reliable, internationally compatible frameworks.
    Type:work report
    URI:https://alexandria.unisg.ch/handle/20.500.14171/121388.3
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Do bonus deferral and bonus recovery affect employee effort?
    (2026-09-24)
    Cheng, Mandy
    ;
    Dinh, Tami  
    ;
    Lotze, Maria
    ;
    Schultze, Wolfgang
    ;
    Schäffer, Alexander
    We examine how bonus deferral and bonus recovery affect performance in an effort-sensitive task, where improving overall performance requires effort towards output quantity and output quality. Deferred bonuses and bonus recovery are important elements in contemporary incentive schemes designed to motivate employees to act in the best interest of the firm. We propose that bonus deferral improves performance by encouraging employees to adopt an abstract mindset that focuses on behavior for the good of the firm (“to do the right thing”) and thus to exert more effort. In contrast, bonus recovery serves an effort-directing role by indicating undesirable behavior that should be avoided. Bonus recovery activates a mindset that focuses on the monetary implications of their behavior and thus supersedes the abstract mindset of bonus deferral and its positive effects. Our experimental results show that bonus deferral leads to higher performance quantity; in contrast, bonus recovery increases performance quality, the performance domain related to bonus recovery, but at the expense of performance quantity. Furthermore, we find that bonus recovery counteracts the positive effects of bonus deferral and leads to a reduction in overall performance. Two supplemental experiments provide direct process evidence supporting the proposed theoretical mechanism. Our study contributes to the debate on effective compensation by showing that combining bonus deferral and bonus recovery may have undesirable consequences on effort provision and allocation.
    Type:journal article
    Journal:Accounting, Organizations & Society
    URI:https://alexandria.unisg.ch/handle/20.500.14171/139098
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Haben Sie Angst, dass Ihr Team KI-Schrott produziert?
    (2026-09-27)
    Antoinette Weibel  
    KI-Paranoia grassiert in den Chefetagen: Die Angst, dass Mitarbeitende nur noch KI nutzen und nicht mehr selbst denken. Warum Führungskräfte vor der eigenen Haustür kehren sollten, bevor sie den Detektor anwerfen.
    Type:digital resource
    Journal:Harvard Business manager
    URL:https://www.manager-magazin.de/hbm/fuehrung/kuenstliche-intelligenz-warum-misstrauen-gegenueber-ki-slop-fuehrung-schwaecht-a-6017aeee-c100-4a45-a336-a6a35f7146bf
    URI:https://alexandria.unisg.ch/handle/20.500.14171/139065
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Wer Anwesenheit kauft, bekommt Abwesenheit
    (2026-08)
    Antoinette Weibel  
    Ein Gastbeitrag über Maßnahmen, die Fehlzeiten wirklich senken, und warum Kontrolle nicht dazugehört.
    Type:newspaper article
    Journal:Magazin Junge Wirtschaft
    Issue:3
    URL:https://wjd.de/magazin-junge-wirtschaft/
    URI:https://alexandria.unisg.ch/handle/20.500.14171/139032
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Kaufleute 2023 - EFZ 3. Lehrjahr
    (Westermann, 2026-09-01)
    Louis Maag
    ;
    Roland Gschwend
    ;
    Roman Capaul  
    ;
    Frederik Martin
    ;
    Susanne Weiss
    Type:book
    URI:https://alexandria.unisg.ch/handle/20.500.14171/138999
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    Appearance-Based Legitimate Distinctiveness: Founder Attractiveness, Gender, and Venture Evaluations
    (SAGE Publications, 2026-09-28)
    Lekkas, Henrik  
    ;
    Antretter, Torben  
    ;
    Blohm, Ivo  
    ;
    Sirén, Charlotta  
    ;
    Wincent, Joakim
    This study proposes a way to reconcile the beauty premium and beauty-is-beastly arguments by suggesting that founder appearance is processed through two separable and countervailing channels: perceived legitimacy and perceived distinctiveness. We further theorize that in startups, the relationship is gendered, because women do not fit the entrepreneurial prototype, limiting their perceived legitimacy. A field study of 359 founders supports our theorizing that male founders are evaluated best when moderately attractive, while female founders see no significant attractiveness effects. A preregistered experiment with 771 participants, using AI-manipulated attractiveness, does not confirm these patterns but supports our theorizing about both mediators.
    Type:Article
    Journal:Entrepreneurship Theory and Practice
    URL:https://journals.sagepub.com/doi/10.1177/10422587261485961
    DOI:https://doi.org/10.1177/10422587261485961
    URI:https://alexandria.unisg.ch/handle/20.500.14171/138966
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
  • Thumbnail Image
    Some of the metrics are blocked by your 
    consent settings
    Item type:Publication,
    The Dark Warrior.
    (2027)
    Daria Berg  
    Berg, Daria. “The Dark Warrior.” In The Man Who Invented China. In preparation, expected 2027.
    Type:book section
    URI:https://alexandria.unisg.ch/handle/20.500.14171/138908