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Open Access: Perspectives from different fields
No full textWas vor etwa 35 Jahren als recht einfache Idee begann – wissenschaftliche Forschung kostenlos zugänglich machen – hat sich zu einem komplexen Gewirr aus verschiedenen Varianten von "frei verfügbar", verschiedenen Stakeholdern und ihren teilweise widersprüchlichen Interessen, verschiedenen Geschäftsmodellen und vielen Aspekten entwickelt, die bei der Veröffentlichung von Open Access zu berücksichtigen sind.
Diese Präsentation zum Replication Research Symposium im Mai 2025 in Münster soll einen kurzen Überblick über diese Aspekte geben und damit die neue Zeitschrift "Replication Research" in einem komplexen Umfeld verorten.What has started as a relatively simple idea some 35 years ago – making scientific research available for free – has developed into a complex muddle of various variants of "freely available", various stakeholders and their partly conflicting interests, various business models, and many aspects to consider when publishing open access.
This presentation for the Research Replication Symposium in May 2025 in Münster aims to provide a brief overview of these aspects and thus situate the new "Replication Research" journal in an intricate environment
scafari: exploring scDNA-seq data
No full textRecent advances in single-cell sequencing made it possible to not just analyze a cell’s individual expression pattern, but to gain insights into a single cell’s genome using the cutting-edge technology single-cell DNA sequencing. Mission Bio is, with the Tapestri platform, one of the few providers of this technology. So far, however, there is only little open-source software available for user-friendly processing and quality analysis of this data type. With scafari, we present a tool that offers easy-to-use data quality control as well as explorative variant analyses and visualization
Actors and supply chain strategies in the circular economy :A guideline for circular business model design and innovation
No full textThe circular economy transforms fundamental, well-known business logics. To remain competitive and seize new business opportunities, companies are forced to implement innovative, circular business models. However, the current literature on circular business models still lacks a comprehensive perspective on options for companies to engage in various positions and functions along circular supply chains and how to develop corresponding business models. Therefore, a major challenge for
companies remains in the identification of business opportunities, i.e., the positioning within emerging circular economy ecosystem, and how to adapt business models accordingly. Addressing this gap, this article provides a novel conceptual framework for circular business model patterns. First, the framework proposes three key actors (manufacturer, integrator, enabler) and three key supply chain strategies (creating, stretching, sustaining cycles) within a circular economy to derive nine circular
business model patterns. Second, based on innovation strategies (closed, open) and intensities (low, high), this article characterizes four novel approaches to circular business model innovation. Finally, the framework is illustrated using the case of the emerging electric vehicle battery industry shifting towards a circular economy
Aufsichtsratsverflechtungen und Vorstandswechsel in deutschen Aktiengesellschaften:Eine Hazard-Analyse für die Jahre 1996 bis 2008
No full textWe investigate executive turnovers with focus on different kinds of outside board memberships of supervisory board members. The analysis is based on all management board members of the largest German corporations during the period from 1996 to 2008. Cox proportional hazard estimations suggest that companies send their executives to supervisory boards of other firms to actively monitor their capital stakes. External executives that do not represent capital stakes enhance only the monitoring intensity of the CEO. The total number of external supervisory board mandates of all shareholder representatives seems to enhance corporate governance pointing to a functioning market for scarce top-monitoring-directors.Wir untersuchen das Ausscheiden von Vorstandsmitgliedern, insbesondere hinsichtlich verschiedener Arten von weiteren Vorstands- und Aufsichtsratsmandaten der Aufsichtsratsmitglieder. Es werden alle Vorstandsmitglieder der größten deutschen Aktiengesellschaften im Zeitraum 1996 bis 2008 analysiert. Schätzungen von proportionalen Hazard-Raten gemäß Cox legen nahe, dass Aktiengesellschaften ihre eigenen Vorstandsmitglieder in fremde Auf-sichtsräte schicken, um ihre Kapitalanteile aktiv zu managen und zu überwachen. Externe Vorstandsmitglieder im Aufsichtsrat, die keine Kapitalanteile repräsentieren, erhöhen nur die Aufsicht über Vorstandsvorsitzende. Die Zahl weiterer externer Aufsichtsratsmandate aller Vertreter der Kapitalseite scheint die Corporate Governance zu verbessern, was auf einen funktionierenden Markt für knappe Talente als Aufsichtsrat hindeutet
First Annual Report of the Institute for Organisational Economics
No full textDieser Jahresbericht informiert über das Institut für Organisationsökonomik im Wintersemester
2010/2011 und Sommersemester 2011. Zuerst werden das Institut für Organisationsökonomik,
seine Professoren und Mitarbeiter vorgestellt. Danach wird über die Forschung, Lehre und Weiteres des Instituts berichtet.This annual report informs about the Institute for Organisational Economics in the winter
semester 2010/2011 and the summer semester 2011. First the Institute for Organisational
Economics, its professors and employees are introduced. Then it reports on research, teaching
and further activities of the institute
On the Overconfidence-Effect in Teams
No full textThis paper analyses the effects of overconfidence on a coordination problem within a team of two agents and in the presence of effort complementarities. We show that in several settings an overconfidence bias or the mere anticipation of having an overconfident partner might not only help mitigate the coordination problem but also result in a Pareto improvement.In diesem Papier werden die Effekte eines Overconfidence-Bias auf das Koordinationsproblem
innerhalb eines Teams betrachtet. In einem Team aus zwei Agenten, deren Arbeitseinsätze komplementär sind, zeigt sich, dass ein Overconfidence-Bias oder aber auch die Antizipation eines overconfidenten Partners das entstandene Koordinationsproblem abschwächen und möglicherweise sogar zu einer Pareto-Verbesserung führen können
Profitability and cost structure in the Battery Cell Industry:A comparative analysis of CATL and Key Competitors
No full textThe battery market currently faces significant challenges for market participants. European and American EV sales stagnated during 2023 and 2024 (IEA, 2025). At the same time, dramatic overcapacities of Chinese companies increase pressure on prices and margins. Ultimately, several battery cell manufacturing companies face economic difficulties. Nevertheless, a few remain in a stronger economic position than the majority. This analysis compares Contemporary Amperex Technology Limited’s (CATL) business performance based on publicly available data from the early 2023 through the first half of 2025 with three major competitors in the battery cell market China Aviation Lithium Battery (CALB), LG Energy Solution (LGES) and Samsung SDI (SDI). Besides location-based differences, CATL’s efforts to establish own supply chains and potential economic benefits were also considered
Evaluating performance and infrastructure costs of multi-tenant model in monolithic and microservices architecture
No full textModern Software-as-a-Service (SaaS) applications increasingly adopt multi-tenant architectures
to optimize resource utilization, scalability, and operational efficiency. This thesis evaluates how different tenant isolation strategies impact performance and infrastructure costs in monolithic and microservice multi-tenant architectures. The study uses Deskly, a multi-tenant resource reservation system, implemented in both architectural styles. Each version supports three levels of tenant persistence isolation, including row-level, schema-level, and database-level, and was deployed on the AWS cloud infrastructure. The performance characteristics of each architecture were assessed in the multi-tenant specific scenario like tenant onboarding as well as business ones like resource reservation using load and stress tests. The findings offer insights into architectural trade-offs and financial implications, helping SaaS developers make informed decisions
Early ERPs dissociate subjectively nonconscious low- and high-level face processing
No full textThere is an ongoing debate about the extent to which faces are processed if they are not consciously perceived. In the present study, we used event-related potentials (ERPs) to investigate neural responses to faces and two types of control stimuli (monochrome color-matched ovals and Fourier phase-scrambled faces), which allowed us to dissociate low-level and high-level face processing. Based on a pre-registered sequential Bayesian sampling protocol,we recorded the electroencephalogram (EEG) from 40 participants and compared the average amplitude of early components of the ERP (P1, N170) between faces, scrambles, and blanks presented for 17 ms, while the mask followed directly or 200 ms after the target stimulus. Participants were asked to rate their subjective perception after each trial on a perceptual awareness scale, and only trials with the lowest rating in the masked condition were considered as subjectively nonconscious. Matching the pre-registered hypotheses, P1 amplitudes were higher for faces and scrambles compared to blanks but did notdifferbetweenfacesandscrambles.This pattern was found for conscious and nonconscious faces, however, with smaller yet reliable differences in the latter case. In contrast, the N170 reliably differentiated between faces and both types of control stimuli (scrambles and blanks),again for conscious and,with attenuated differences, also for nonconscious faces. Findings support the hypothesis of two early stages of face processing, which are at least partially independent of consciousness awareness of stimuli.The P1 stage is associated with low-levelprocessing, while the N170 reflects processing of face-related configural information
Die digitale Führungskraft:Was man benötigt, um die heutigen organisatorischen Herausforderungen zu meistern
No full textExecutives are increasingly facing various challenges associated with digitalisation, ranging from digitally mapping their existing business processes to fundamentally changing their business models. In this context, however, few studies have investigated which skills and traits executives need to successfully master digitalisation-related challenges. While some contributions suggest and systematise leadership skills, we go one step further and conduct a survey to investigate the connection between selected skills and executives’ abilities to cope with specific challenges. Based on our results, executives that are well equipped to cope with these challenges tend to think and act entrepreneurially, have strong (self-)organisation and IT skills, a profound ability to motivate others, and a high degree of flexibility, commitment, and creativity. Surprisingly, being a strong team player does not seem to be necessarily advantageous. Moreover, many executives desire more calmness, which suggests that being able to decelerate is important in the digital age.Führungskräfte stehen zunehmend vor verschiedenen Herausforderungen im Zusammenhang mit der Digitalisierung, die von der digitalen Abbildung bestehender Geschäftsprozesse bis hin zur grundlegenden Veränderung von Geschäftsmodellen reichen. In diesem Zusammenhang haben jedoch nur wenige Studien untersucht, welche Fähigkeiten und Eigenschaften Führungskräfte benötigen, um die Herausforderungen der Digitalisierung erfolgreich zu meistern. Während einige Beiträge Führungsfähigkeiten vorschlagen und systematisieren, gehen wir einen Schritt weiter und führen eine Umfrage durch, um den Zusammenhang zwischen ausgewählten Skills und der Bewältigungskompetenz spezifischer Herausforderungen zu untersuchen. Nach unseren Ergebnissen denken und handeln Führungskräfte, die für die Bewältigung dieser Herausforderungen gut gerüstet sind, in der Regel unternehmerisch und verfügen über starke (Selbst-)Organisations- und IT-Fähigkeiten, eine ausgeprägte Motivationsfähigkeit sowie ein hohes Maß an Flexibilität, Einsatzbereitschaft und Kreativität. Überraschenderweise scheint es im Kontext ausgewählter Herausforderungen nicht unbedingt vorteilhaft zu sein, eine stark ausgeprägte Teamfähigkeit zu besitzen. Darüber hinaus wünschen sich viele Führungskräfte mehr Gelassenheit, was darauf hindeutet, dass die Fähigkeit zur Entschleunigung im digitalen Zeitalter besonders relevant ist