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Integrated Risk and Opportunity Management (IROM) goes far beyond what is found in organizations today. However, it offers the best opportunity not only to keep pace with the VUCA world, but to actually profit from it. Accordingly, the introduction of opportunity-based thinking in addition to risk-based thinking is part of the design specification for ISO 9000 and ISO 9001. The prerequisite for the successful design of an IROM is the individual definition, control and integration of risk and opportunity management processes, considering eight success factors, the "8 C". Top management benefits directly from the result: better, coordinated decision memos enable faster and more appropriate decisions.
The digital transformation with its new technologies and customer expectation has a significant effect on the customer channels in the insurance industry. The objective of this study is the identification of enabling and hindering factors for the adoption of online claim notification services that are an important part of the customer experience in insurance. For this purpose, we conducted a quantitative cross-sectional survey based on the exemplary scenario of car insurance in Germany and analyzed the data via structural equation modeling (SEM). The findings show that, besides classical technology acceptance factors such as perceived usefulness and ease of use, digital mindset and status quo behavior play a role: acceptance of digital innovations, lacking endurance as well as lacking frustration tolerance with the status quo lead to a higher intention for use. Moreover, the results are strongly moderated by the severity of the damage event—an insurance-specific factor that is sparsely considered so far. The latter discovery implies that customers prefer a communication channel choice based on the individual circumstances of the claim.
The paper provides a comprehensive overview of modeling and pricing cyber insurance and includes clear and easily understandable explanations of the underlying mathematical concepts. We distinguish three main types of cyber risks: idiosyncratic, systematic, and systemic cyber risks. While for idiosyncratic and systematic cyber risks, classical actuarial and financial mathematics appear to be well-suited, systemic cyber risks require more sophisticated approaches that capture both network and strategic interactions. In the context of pricing cyber insurance policies, issues of interdependence arise for both systematic and systemic cyber risks; classical actuarial valuation needs to be extended to include more complex methods, such as concepts of risk-neutral valuation and (set-valued) monetary risk measures.
High-performance firms typically have two features in common: (i) they produce in more than one country and (ii) they produce more than one product. In this paper, we analyze the internationalization strategies of multi-product firms. Guided by several new stylized facts, we develop a theoretical model to determine optimal modes of market access at the firm–product level. We find that the most productive firmssell core varieties via foreign direct investment and export products with intermediate productivity. Shocks to trade costs and technology affect the endogenous decision to export or produce abroad at the product-level and, in turn, the relative productivity between parents and affiliates.
Context: Agile software development (ASD) sets social aspects like communication and collaboration in focus. Thus, one may assume that the specific work organization of companies impacts the work of ASD teams. A major change in work organization is the switch to a 4-day work week, which some companies investigated in experiments. Also, recent studies show that ASD teams are affected by the switch to remote work since the Covid 19 pandemic outbreak in 2020.
Objective: Our study presents empirical findings on the effects on ASD teams operating remote in a 4-day work week organization. Method: We performed a qualitative single case study and conducted seven semi-structured interviews, observed 14 agile practices and screened eight project documents and protocols of agile practices.
Results: We found, that the teams adapted the agile method in use due to the change to a 4-day work week environment and the switch to remote work. The productivity of the two ASD teams did not decrease. Although the stress level of the ASD team member increased due to the 4-day work week, we found that the job satisfaction of the individual ASD team members is affected positively. Finally, we point to affects on social facets of the ASD teams.
Conclusion: The research community benefits from our results as the current state of research dealing with the effects of a 4-day work week on ASD teams is limited. Also, our findings provide several practical implications for ASD teams working remote in a 4-day work week.
Context: Companies adapt agile methods, practices or artifacts for their use in practice since more than two decades. This adaptions result in a wide variety of described agile practices. For instance, the Agile Alliance lists 75 different practices in its Agile Glossary. This situation may lead to misunderstandings, as agile practices with similar names can be interpreted and used differently.
Objective: This paper synthesize an integrated list of agile practices, both from primary and secondary sources.
Method: We performed a tertiary study to identify existing overviews and lists of agile practices in the literature. We identified 876 studies, of which 37 were included.
Results: The results of our paper show that certain agile practices are listed and used more often in existing studies. Our integrated list of agile practices comprises 38 entries structured in five categories. Conclusion: The high number of agile practices and thus, the wide variety increased steadily over the past decades due to the adaption of agile methods. Based on our findings, we present a comprehensive overview of agile practices. The research community benefits from our integrated list of agile practices as a potential basis for future research. Also, practitioners benefit from our findings, as the structured overview of agile practices provides the opportunity to select or adapt practices for their specific needs.
The purpose of this research is to explore results that are measured by social enterprises (= SEs) according to their mission and vision. Four SEs are examined for this reason. The status quo of aligned measurements was captured by conducting seven semi-structured interviews with persons from the middle and top management of the considered SEs. A conceptual framework, which categorizes output, outcome and impact measurements, is used as the basis for a structured content analysis. The findings imply that SEs’ measurements are not sufficiently aligned with their mission and vision. Outputs are measured by all considered SEs. However, they fail to measure outcomes with all its sublevels. Especially, measuring mindset change and behavior change outcomes are neglected by the examined SEs. That can lead to adjustments, where SEs only create more outputs but fail to create more outcomes and impact. Furthermore, neglecting outcome measurements makes existing but mostly unsystematic impact measurements invalid, since outputs, outcomes and impact build on each other. The research presented here provides one of the first investigations into the alignment of measurements with mission and vision in the context of SEs. Ultimately, the findings question SEs current measurements and aim to open further perspectives on improving the performance of SEs.
Companies worldwide have enabled their employees to work remotely as a consequence of the Covid 19 pandemic. Software development is a human-centered discipline and thrives on teamwork. Agile methods are focusing on several social aspects of software development. Software development teams in Germany were mainly co-located before the pandemic. This paper aims to validate the findings of existing studies by expanding on an existing multiple-case study. Therefore, we collected data by conducting semi-structured interviews, observing agile practices, and viewing project documents in three cases. Based on the results, we can confirm the following findings: 1) The teams rapidly adapted the agile practices and roles, 2) communication is more objective within the teams, 3) decreased social exchange between team members, 4) the expectation of a combined approach of remote and onsite work after the pandemic, 5) stable or increased (perceived) performance and 6) stable or increased well-being of team members.
Agile methods require constant optimization of one’s approach and leading to the adaptation of agile practices. These practices are also adapted when introducing them to companies and their software development teams due to organizational constraints. As a consequence of the widespread use of agile methods, we notice a high variety of their elements:
Practices, roles, and artifacts. This multitude of agile practices, artifacts, and roles results in an unsystematic mixture. It leads to several questions: When is a practice a practice, and when is it a method or technique? This paper presents the tree of agile elements, a taxonomy of agile methods, based on the literature and guidelines of widely used agile methods. We describe a taxonomy of agile methods using terms and concepts of software engineering, in particular software process models. We aim to enable agile elements to be delimited, which should help companies, agile teams, and the research community gain a basic understanding of the interrelationships and dependencies of individual components of agile methods.