Reinhard Mohn - Founder
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1997, 23. Jahrgang
Rundfunk und Geschichte Mitteilungen des Studienkreises Rundfunk und Geschichte Informationen aus dem Deutschen Rundfunkarchiv 23. Jahrgang Nr. 4- Oktober 1997 Altred Braun und die Hörfunkreportage Kommentare in Stuttgarter Medien nach 1945 Die DDR im Spiegel ihrer Objekte, Bilder und Töne Konstruktivismus und Systemtheorie Medienunternehmer vom 18. bis 20. Jahrhundert Lesen im Umbruch Dokfilmfestival in Leipzig Deutsches Rundfunk-Museum in Berlin Rezensionen Bibliographie Mitteilungen des Studienkreises Rundfunk und Geschichte Informationen aus dem Deutschen Rundfunkarchiv Jahresregister 1997 Zitierweise: RuG- ISSN 0175-4351 Redaktion: Ansgar Diller Edgar Lersch Redaktionsanschrift Dr. Ansgar Diller, Deutsches Rundfunkarchiv Frankfurt am Main - Berlin, Bertramstraße 8, 60320 Frankfurt am Main, Tel. 069-15687212, Fax 069-15687200 Dr. Edgar Lersch, Süddeutscher Rundfunk, Historisches Archiv, Neckarstraße 230, 70190 Stuttgart, Tel. 0711-9293233, Fax 0711-9292698 Redaktionsassistenz: Dr. Stefan Niessen Herstellung: Michael Friebel Redaktionsschluß: 24. November 1997 Das Inhaltsverzeichnis von »Rundfunk und Geschichte« wird ab Jg. 23 (1997), H. 1, im INTERNET (http://hsozku lt. geschichte.hu-berlin .de/zeitschr/RuGe/rugindex. htm) angeboten. Inhalt 23. Jahrgang Nr. 4/0ktober 1997 Aufsätze Steffen Jenter Altred Braun. Ein halbes Jahrhundert im Dienst des Rundfunks Sein Weg in den Medien und die Entstehung der Hörfunkreportage 195 Stefan Kursawe Stimmen der »Stunde Eins« Politische Kommentare im Stuttgart der unmittelbaren Nachkriegszeit 208 Thomas Beutelschmidt Out of fashion oder mega in? Die DDR im Spiegel ihrer Objekte, Bilder und Töne Eine Bestandsaufnahme 224 Miszellen Konstruktivismus und Systemtheorie in der Medienforschung Einführende Bemerkungen (Christian Filk) 233 Medienunternehmer vom 18. bis 20. Jahrhundert Eine Tagung in Büdingen (Marcus Scholler) 238 »Lesen im Umbruch. Forschungsperspektiven im Zeitalter von Multimedia« Ein Symposium in Frankfurt am Main (Edgar Lersch) 240 Dialog mit einem Mythos Symposium und VII. -
A Changing of the Guards Or a Change of Systems?
BTI 2020 A Changing of the Guards or A Change of Systems? Regional Report Sub-Saharan Africa Nic Cheeseman BTI 2020 | A Changing of the Guards or A Change of Systems? Regional Report Sub-Saharan Africa By Nic Cheeseman Overview of transition processes in Angola, Benin, Botswana, Burkina Faso, Burundi, Cameroon, Central African Republic, Chad, Democratic Republic of the Congo, Republic of the Congo, Côte d'Ivoire, Djibouti, Equatorial Guinea, Eritrea, Eswatini, Ethiopia, Gabon, The Gambia, Ghana, Guinea, Guinea-Bissau, Kenya, Lesotho, Liberia, Madagascar, Malawi, Mali, Mauritania, Mauritius, Mozambique, Namibia, Niger, Nigeria, Rwanda, Senegal, Sierra Leone, Somalia, South Africa, South Sudan, Tanzania, Togo, Uganda, Zambia and Zimbabwe This regional report was produced in October 2019. It analyzes the results of the Bertelsmann Transformation Index (BTI) 2020 in the review period from 1 February 2017 to 31 January 2019. Author Nic Cheeseman Professor of Democracy and International Development University of Birmingham Responsible Robert Schwarz Senior Project Manager Program Shaping Sustainable Economies Bertelsmann Stiftung Phone 05241 81-81402 [email protected] www.bti-project.org | www.bertelsmann-stiftung.de/en Please quote as follows: Nic Cheeseman, A Changing of the Guards or A Change of Systems? — BTI Regional Report Sub-Saharan Africa, Gütersloh: Bertelsmann Stiftung 2020. https://dx.doi.org/10.11586/2020048 This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0). Cover: © Freepick.com / https://www.freepik.com/free-vector/close-up-of-magnifying-glass-on- map_2518218.htm A Changing of the Guards or A Change of Systems? — BTI 2020 Report Sub-Saharan Africa | Page 3 Contents Executive Summary ....................................................................................... -
ENTREPRENEURSHIP: That Goal Was Achieved
One day, RICOH 129 imagined collaborating with ALUMNI the world’s best MAGAZINE business schools. It imagined that April-June 2013 students from these www.iese.edu schools could access to the right information, in the Jordi Canals Pedro Nueno Josep Tàpies and María Fernández Javier Zamora Building Companies That Maximize Your Board How to Weather the Slings and Big Data: How to Turn right place and at Generate Trust Potential Arrows of Fortune Information Into Value the right time. It imagined an excellent service for the future executives. ENTREPRENEURSHIP: That goal was achieved. TURNING IDEAS INTO ACTION One day RICOH imagined change.dea /ricohspain 900 818 302 BARCELONAIESE GLOBAL ALUMNI REUNI ON S AVE THE DATE: NOVEMBER 8 BARCELONAIESE GLOBAL ALUMNI REUNI ON S AVE THE DATE: NOVEMBER 8 C O N T E N T S COVER STORY ENTREPRENEURSHIP: TURNING IDEAS INTO ACTION 8 IDEAS CROSSROADS U.S. ADVISORY COUNCIL “HIGH-LEVEL LESSONS FROM EXPERIENCE” Building Companies that Generate Trust Jordi Canals 18 DOING GOOD & DOING WELL CORPORATE GOVERNANCE !e Power of Maximize your Board Potential Working Together 36 Pedro Nueno 24 MBA CAREER FORUM FAMILY BUSINESS Searching for New Talent 44 How to Weather the Slings and Arrows of Fortune 8TH BANKING SECTOR MEETING Josep Tàpies y Optimism at Banking Sector Meeting 46 María Fernández Moya 26 SUMMER SCHOOL BIG DATA How to Turn Information Future MBAs Are Already Into Value Studying at IESE 48 Javier Zamora 30 40 AGENDA 52 2 APRIL-JUNE 2013 / No. 129 Alumni Magazine IESE PEOPLE PEOPLE EGGERT GUDMUNDSSON (MBA ’97, AMP ’12) “We’d pay a high price PHILIP MOSCOSO AND PASCUAL BERRONE if we joined the EU” 54 58 TWO NEW ACADEMIC CHAIRS DRIVING BUSINESS RESEARCH AND INNOVATION LUIS I. -
Becoming Global, Staying Local: the Internationalization of Bertelsmann
170 Hartmut Berghoff Becoming Global, Staying Local 171 2) Random House: book publishing; 3) Gruner+ Jahr: magazine publishing; 6. 2002-2010. In this period, Bertelsmann refocused on its core competencies 4) Arvato: media, communication and other services; and 5) Direct Group: and sold or wound down many of its loss-generating Internet activities. book and media clubs and bookstores. In 2009, Random House and Direct It also divested itself of the music business due to the massive challenge Group had by far the highest international orientation with more than four of free music downloads. The club business entered the final stage of its fifths of their revenue coming from outside Germany. RTL, with almost product cycle, and an increasing number of clubs were sold. The most two-thirds, was slightly above the company's average, while Arvato and dynamic divisions up to the present have been RTL and Arvato, which Gruner+ Jahr were below average but still generated more the half of their have pulled the company back into growth and profitability. income abroad. This transformation occurred in six phases. 1. 1950-1961. In 1950, Bertelsmann began its club strategy, founding the book club "Lesering" in Germany. The record club "Schallplat 10.1 KEY QUESTIONS AND THEORETICAL MODELS OF tenring" followed in 1956. Bertelsmann bought licenses for top-selling INTERNATIONALIZATION 'titles and sold them in high volume at low prices. The German law designed to maintain retail sales prices for books did not apply to The Uppsala model of internationalization states that future multinationals book clubs so that Bertelsmann was able to exploit this loophole and develop competitive advantages in domestic markets before they move abroad. -
Der Club of Rome Ist Eine Nichtkommerzielle Organisation, Die Einen Globalen Gedankenaustausch Zu Verschiedenen Internationalen Politischen Fragen Betreibt
Der Club of Rome ist eine nichtkommerzielle Organisation, die einen globalen Gedankenaustausch zu verschiedenen internationalen politischen Fragen betreibt. Das Generalsekretariat befindet sich zur Zeit in Hamburg. Seit Juli 2008 - Club of Rome International Secretariat Lagerhausstrasse 9 CH-8400 Winterthur (Canton Zurich) Switzerland Tel.: 00-41-(0)52-244-0808 Fax: 00-41-(0)52-244-0809 Email: [email protected] Er wurde 1968 gegründet. Die Idee stammt von dem italienischen Industriellen Aurelio Peccei, einem damaligen Mitglied der Firmenleitung von Fiat und Olivetti und Präsident der Unternehmensberatung Italconsult und dem Schotten Alexander King, Direktor für Wissenschaft, Technologie und Erziehung bei der Pariser Organisation für wirtschaftliche Zusammenarbeit und Entwicklung (OECD), die sich am Rande einer Konferenz in der Academia dei Lincei in Rom trafen. Inhaltsverzeichnis [Verbergen] 1 Mitgliederauswahl 2 Mitglieder o 2.1 Einige Mitglieder o 2.2 Frühere Mitglieder 3 Ziel/Anliegen 4 Wirken und Wirkung 5 Kritische Stimmen 6 Deutsche Gesellschaft Club of Rome 7 Literatur 8 Weblinks [Bearbeiten] Mitgliederauswahl der Club soll multinational und multikulturell sein; alle Kulturen, Ideologien, Berufe und Wissenschaftszweige sollen vertreten sein Mitglieder sind handverlesen, also ausgesucht (Ökonome, Industrielle, Wissenschaftler und andere Persönlichkeiten des öffentlichen Lebens); Bewerbungen sind nicht möglich (Vorbild ist das Prinzip der wissenschaftlichen Akademien) ein politisches Amt schließt die Mitgliedschaft aus es sollen -
Smart Country – Connected. Intelligent. Digital. Bertelsmann Stiftung (Ed.)
Bertelsmann Stiftung (ed.) Smart Country – Connected. Intelligent. Digital. Bertelsmann Stiftung (ed.) Smart Country – Connected. Intelligent. Digital. Reinhard Mohn Prize 2017 Bibliographic information published by the Deutsche Nationalbibliothek The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data is available on the internet at http://dnb.dnb.de. © 2017 Verlag Bertelsmann Stiftung, Gütersloh Responsible for content: Petra Klug, Carsten Große Starmann Translation: Barbara Serfozo, Berlin Copy editor: Josh Ward Production editor: Marcel Hellmund Cover design: Elisabeth Menke Cover illustration/photo: iStockphoto/cofotoisme Typesetting and printing: Hans Kock Buch- und Offsetdruck GmbH, Bielefeld ISBN 978-3-86793-785-6 (Print) ISBN 978-3-86793-808-2 (E-Book PDF) ISBN 978-3-86793-809-9 (E-Book EPUB) www.bertelsmann-stiftung.org/publications Contents Foreword . 9 Background and Approach of International Research . 13 International good practice research . 14 Digitization in Germany: Potential Is Being Ignored . 17 Insufficient digital competencies, a skeptical population . 17 A reticent state and private sector with regard to digitization . 18 Challenge: establishing a visionary, comprehensive internet infrastructure . 19 Conditions for a Smart Country Germany . 19 Leveraging Digital Innovations to Ensure Full Social Inclusion . 21 Policy and public administration . 21 Work and the economy . 22 Mobility and logistics . 24 Health and care . 25 Learning and information . 26 Structural elements . 28 National Pathways to a Smart Country . 29 Key indicators of the reference countries . 31 Structural, demographic and digital indicators . 31 Network infrastructure and social penetration of digitization in the reference countries . 34 Estonia: The Political Will to Become a Digital Nation . 37 Comprehensive digital transformation in less than a generation . -
Responsible Entrepreneurship
Bertelsmann Stiftung (ed.) Responsible Entrepreneurship Business and Society: Bridging the Gap Responsible Entrepreneurship Bertelsmann Stiftung (ed.) Responsible Entrepreneurship Business and Society: Bridging the Gap Reinhard Mohn Prize 2016 Bibliographic informa on published by the Deutsche Na onalbibliothek The Deutsche Na onalbibliothek lists this publica on in the Deutsche Na onalbibliografi e; detailed bibliographic data is available on the Internet at h p://dnb.dnb.de. © 2016 Verlag Bertelsmann Stiftung, Gütersloh Responsible: Birgit Riess, Julia Scheerer Copy editor: Barbara Serfozo, Berlin Production editor: Christiane Raffel Cover design: Elisabeth Menke Cover illustration: Katrin Biller, k.zwo, Bielefeld; 4zevar / Shutterstock; vgajic / iStockphoto.com; Roberto Westbrook / Spaces Images RF / Strandperle Typesetting and Printing: Hans Kock Buch- und Offsetdruck GmbH, Bielefeld ISBN 978-3-86793-745-0 (print) ISBN 978-3-86793-754-2 (e-book PDF) ISBN 978-3-86793-755-9 (e-book EPUB) www.bertelsmann-stiftung.org/publications Contents Contents Foreword . 9 Liz Mohn Responsible Entrepreurship in Our Time . 11 Birgit Riess “Learning from the World”: Research on International Examples of Good Practice . 17 Andreas Heimer, Claudia Münch, Lea Eggers Part 1: Business as a Sociopoli cal Agent of Change – Examining Responsible Entrepreneurship . 23 Public Value – the Contribution of Organizations and Companies to the Common Good . 25 Timo Meynhardt Rethinking Innovation – the Opportunity and Challenge of “Social Innovation” for Companies . 36 Jürgen Howaldt Markets for the Good of All – How Businesses and Social Causes Are Converging . 46 Felix Oldenburg Case Studies: Strengthening Intercultural Understanding – the Intercultural Innovation Award (BMW and United Nations Alliance of Civilizations) . 53 5 Contents The “Bank for People Without a Bank” – Promoting Social Inclusion (Zweite Sparkasse) . -
Núria Cabutí Joins Bertelsmann Supervisory Board
PRESS RELEASE Núria Cabutí Joins Bertelsmann Supervisory Board • CEO of Penguin Random House Grupo Editorial also to represent Bertelsmann’s international executives on the Board Gütersloh, May 7, 2021 – Núria Cabutí, CEO of the Spanish-language book publishing group Penguin Random House Grupo Editorial, will be newly appointed to Bertelsmann’s Supervisory Board as of June 1, 2021. She will serve on the supervisory body in her capacity as representative of Bertelsmann executives. In this role, Núria Cabutí succeeds Ian Hudson, who had left the Supervisory Board after leaving the Group in March 2020. Prior to her appointment to the Supervisory Board, Núria Cabutí was unanimously elected as the new Chairwoman of the Bertelsmann Management Representative Committee (BMRC), which represents the company’s international executives. Christoph Mohn, Chairman of the Bertelsmann Supervisory Board, said: “I am very pleased that in Núria Cabutí, we are able to welcome an outstanding and internationally accomplished top manager from our company to the Bertelsmann Supervisory Board. As CEO of Penguin Random House Grupo Editorial, she knows the book business – our oldest core business and as ever, part of our identity – intimately. Thanks to the publishing group’s broad footprint in a total of nine Spanish-speaking countries, she has an international perspective that will enrich our discussions on the Supervisory Board. On behalf of all members, I warmly welcome Núria Cabutí to the Bertelsmann Supervisory Board and look forward to working with her.” A native of Barcelona, Núria Cabutí holds a degree in economics from the Universidad Autónoma de Barcelona (UAB), a degree in economics from Oxford Brookes University, and an MBA from the Spanish business school IESE. -
1 ---Omb Approval
1 --------------------------- OMB APPROVAL --------------------------- - -------- OMB Number: 3235-0104 FORM 3 Expires: September 30, 1998 - -------- Estimated average burden hours per response .... 0.5 --------------------------- U.S. SECURITIES AND EXCHANGE COMMISSION WASHINGTON, DC 20549 INITIAL STATEMENT OF BENEFICIAL OWNERSHIP OF SECURITIES Filed pursuant to Section 16(a) of the Securities Exchange Act of 1934, Section 17(a) of the Public Utility Holding Company Act of 1935 or Section 30(f) of the Investment Company Act of 1940 - ----------------------------------------------------------------------------------------------------------------------------------- 1. Name and Address of Reporting Person 2. Date of Event Requiring 4. Issuer Name and Ticker or 6. If Amendment, Date BMG Music Statement Trading Symbol of Original - ---------------------------------------- (Month/Day/Year) Take-Two Interactive Software, (Month/Day/Year) (Last) (First) (Middle) Inc. -- "TTWO" (NASDAQ) 3/11/98 ------------------------------ 1540 Broadway ---------------------------- 5. Relationship of Reporting 7. Individual or Joint/ - ---------------------------------------- 3. IRS or Social Security Person to Issuer Group Filing (Check (Street) Number of Reporting (Check all applicable) Applicable Line) Person (Voluntary) ___ Director _x_ 10% Owner __ Form filed by One New York, New York 10036-4098 ___ Officer ___ Other Reporting Person - -------------------------------------- ---------------------------- (give title below) (specify below) _x_Form filed by -
Unternehmenskultur Und Kooperation in Den Deutsch-Spanischen Wirtschaftsbeziehungen
Carsten Moser Unternehmenskultur und Kooperation in den deutsch-spanischen Wirtschaftsbeziehungen Herzlichen Dank für die Einladung zur Teilnahme am Ersten Sympo sium des Goethe-Instituts und des Instituto Cervantes über „die deutsch-spanischen Kulturbeziehungen im Europäischen Kontext: Be standsaufnahme, Probleme, Perspektiven“. Man hat mich und meinen Kollegen Mariano Riestra gebeten, über Wirtschaft und Kultur zu spre chen, insbesondere über die Unternehmenskultur in Deutschland und Spanien, wie auch über die Beziehungen zwischen Unternehmen und Kultur. Meine erste Reaktion war: „Welch leichte Aufgabe!“. Die zweite war die Erkenntnis, dass diese Themen genug Stoff bieten, um an der Fakultät unseres Moderators der heutigen Gesprächsrunde, Professor Santiago García Echevarría, mehrere Doktorarbeiten zu verfassen. Und die dritte Reaktion war die Einsicht, dass grundlegende Gedanken, sub jektive Eindrücke und persönliche Erlebnisse das Einzige sind, was ich zu diesem Thema beitragen kann. 1. Unternehmenskultur in Deutschland und Spanien Beginnen wir also mit dem Thema „Unternehmenskultur in Deutsch land und Spanien“. Für die, die es noch nicht wissen, G+J España ge hört zum Zeitungs- und Zeitschriftenverlag Grüner + Jahr, der wiede rum Teil der Bertelsmann-Gruppe ist. Im Fernsehsektor beteiligt sich Bertelsmann mit dem Sender RTL, dem zu 17% Antena 3 gehört; im Buchverlagssektor mit Random Hou se, die in Spanien als Random House Mondadori auftreten und zu de nen Plaza y Janés, Lumen, Debate, Grijalbo Mondadori, etc. zählen; im Bereich der Buchclubs mit dem Círculo de Lectores Spaniens, im Druck mit Printer und Erohuecos, in der Musik mit der Sigle BMG, und so weiter und so fort. Und wenn es ein gutes Beispiel für Unter nehmenskultur bei deutschen Unternehmen gibt, dann ist das Bertels 268 Carsten Moser mann: Seine Philosophie beinhaltet den Kompromiss von Qualität und Auserlesenheit, gutem Management und Informationsvielfalt, der Orientierung am Kunden und der Sensibilität beim Kontakt zum Künst ler und Autor. -
EUSA Boyleschuenemann April 15
The Malleable Politics of Activation Reform: the‘Hartz’ Reforms in Comparative Perspective Nigel Boyle[[email protected]] and Wolf Schünemann [[email protected]] Paper for 2009 EUSA Biennial Conference, April 25, Los Angeles. Abstract In this paper we compare the Hartz reforms in Germany with three other major labor market activation reforms carried out by center-left governments. Two of the cases, Britain and Germany, involved radically neoliberal “mandatory” activation policies, whereas in the Netherlands and Ireland radical activation change took a very different “enabling” form. Two of the cases, Ireland and Germany, were path deviant, Britain and the Netherlands were path dependent. We explain why Germany underwent “mandatory” and path deviant activation by focusing on two features of the policy discourse. First, the coordinative (or elite level) discourse was “ensilaged” sealing policy formation off from dissenting actors and, until belatedly unwrapped for enactment, from the wider communicative (legitimating) discourse. This is what the British and German cases had in common and the result was reform that viewed long term unemployment as personal failure rather than market failure. Second, although the German policy-making system lacked the “authoritative” features that facilitated reform in the British case, and the Irish policy- making system lacked the “reflexive” mechanisms that facilitated reform in the Dutch case, in both Germany and Ireland the communicative discourses were reshaped by novel institutional vehicles (the Hartz Commission in the German case, FÁS in the Irish case) that served to fundamentally alter system- constitutive perceptions about policy. In the Irish and German cases “government by commission” created a realignment of advocacy coalitions with one coalition acquiring a new, ideologically-dominant and path deviating narrative. -
Pushing on a String? an Evaluation of Regional Economic Cooperation in the Western Balkans
Pushing on a string? An evaluation of regional economic cooperation in the Western Balkans Pushing on a string? An evaluation of regional economic cooperation in the Western Balkans Pushing on a string? 4 Contents Contents I. Abstract 7 II. Key findings 8 III. Introduction 12 Regional cooperation: An idea with deep historical roots 12 The ‘geography of animosity’ 13 Two lost decades for the region’s economies 14 Is EU accession still even possible? 15 An issue more important than ever 17 Aims of this paper 18 IV. Theoretical prerequisites for regional cooperation and their existence in the Western Balkans 20 IV.1 Institutional underpinnings 20 Outside forces 20 Local ownership 21 Territorial issues 23 Political relationships and trust 23 Institutional and governance standards 23 IV.2 Alignment of political incentives 25 Unified group 25 Benefits for all 25 Outside threats 27 IV.3 Economic fundamentals 27 Trade and investment relative to historical levels 28 Size and level of economic development 28 Shares of trade and investment within/outside the region 28 Complementarity in production structures 29 Economic development priorities and policy coordination 31 Connectivity 32 Growth in the regional/global economy 33 V. The EU strategy for economic integration: Implementation and results 36 V.1 Trade and investment 37 Bilateral investment treaties (BITs) 37 How institutional factors have influenced the effectiveness of bilateral investment treaties (BITs) 38 5 Pushing on a string? Free trade agreements (FTAs) 39 Central European Free Trade Agreement (CEFTA) 40 Stabilisation and Association Agreements (SAAs) 41 V.2 Infrastructure 42 Overview of the EU’s strategy and its key steps 42 Western Balkan Investment Framework (WBIF) 43 Berlin Process 44 Interaction between the EU and other infrastructure investors in the region 45 Impact of the EU’s strategy on transport infrastructure and connectivity 48 Impact of the EU’s strategy on energy infrastructure and connectivity 50 Persistent gaps and challenges ahead 52 VI.