The Klaus Tschira Foundation Physicist Dr. h.c. Dr.-Ing. E. h. Klaus Tschira established the Klaus Tschira Stiftung (Klaus Tschira Foundation) in 1995 as a not-for-profi t organization conceived to support research in the natural sciences, mathematics, and informatics and to foster public understanding of these sciences. Klaus Tschira’s commitment to this objec- tive was honored in 1999 with the “Deutscher Stifterpreis,” the prize awarded by the National Association of German Foundations. Klaus Tschira is a cofounder of SAP AG in Walldorf, one of the world’s leading companies in the software industry. The Klaus Tschira Stiftung provides support mainly for research in the natural sciences, mathematics, and applied informatics and funds educational projects at schools and universities. The resources are largely used for projects initiated by the foundation itself. It commissions research from institutions such as HITS (Heidelberg Institute for Theoretical Studies), formerly known as EML Research, founded by Klaus Tschira. HITS focuses on new theoretical approaches to interpret- ing the rapidly increasing amounts of experimental data. In addition, the Klaus Tschira Stiftung invites applications for projects that are in line with the central concerns of the foundation. The seat of the Klaus Tschira Stiftung is Villa Bosch in Heidelberg (Fig. 1 ), the former residence of Carl Bosch (1874–1940), the Nobel Prize Laureate for Chemistry. Carl Bosch, scientist, engineer, and businessman, joined BASF (Badische Anilin- & Soda-Fabrik) in 1899 as a chemist and became its CEO in 1919. In 1925 he was appointed CEO of the then newly created IG Farbenindustrie AG, and in 1935 he became chairman of the supervisory board of this chemical conglomerate. In 1937 Bosch was elected president of the Kaiser Wilhelm Gesellschaft (later renamed as the Max Planck Gesellschaft), the premier scientifi c society in Germany. Bosch’s work combined chemical and technological knowledge at its best. Between 1908 and 1913, together with Paul Alwin Mittasch, he solved numerous problems in the industrial synthesis of ammonia, drawing on a process discovered earlier by Fritz Haber (Karlsruhe), who won the Nobel Prize for Chemistry in 1918. The Haber-Bosch process, as it is known, quickly became the most important method of producing ammonia—and remains so to this day. Bosch’s research also infl uenced A. Berthoin Antal et al. (eds.), Learning Organizations: Extending the Field, 239 Knowledge and Space 6, DOI 10.1007/978-94-007-7220-5, © Springer Science+Business Media Dordrecht 2014 240 The Klaus Tschira Foundation Fig. 1 The Villa Bosch (© Peter Meusburger) high-pressure synthesis of other substances. He was awarded the Nobel Prize for Chemistry in 1931, together with Friedrich Bergius. In 1922 BASF erected a spacious country mansion and ancillary buildings in Heidelberg-Schlierbach for its CEO, Carl Bosch. The villa is situated in a small park on the hillside above the Neckar river and within walking distance from the famous Heidelberg Castle. As a fi ne example of the style and culture of the 1920s, Villa Bosch is considered one of the most beautiful buildings in Heidelberg and has been declared a protected cultural site. After World War II, it served as a domicile for high-ranking military staff of the United States Army. Thereafter, a local enter- prise used the villa as its headquarters for several years. In 1967 Süddeutsche Rundfunk, a broadcasting company, established its Heidelberg studio there. Klaus Tschira bought Villa Bosch as a future home for his planned foundations toward the end of 1994 and had the building restored and modernized. Combining the historic ambience of the 1920s with the latest infrastructure and technology, Villa Bosch reopened in new splendor in mid-1997, ready for fresh challenges. Seminars and conferences are held today in the auditorium of the Villa Bosch Studio. The former garage, located 300 m west of the villa, now houses the Carl Bosch Museum Heidelberg, founded and managed by Gerda Tschira and dedicated to the memory of the Nobel laureate, his life, and his achievements. The Klaus Tschira Foundation 241 Fig. 2 Participants of the symposium “Learning Organizations” at the Villa Bosch in Heidelberg. (© Thomas Bonn, Heidelberg) This book is the result of a symposium entitled “Knowledge and the Economy,” which took place at Villa Bosch (Fig. 2 ). For further information contact: Klaus Tschira Stiftung gGmbH Villa Bosch Schloss-Wolfsbrunnenweg 33 D-69118 Heidelberg, Germany Tel: (06221) 533 113, Fax: 533 599 113 www.klaus-tschira-stiftung.de Index A Attention , 3, 6–8, 10, 17, 19, 22–24, 31, 35, Academy of Management , 190 44, 49, 57, 65, 72, 73, 75, 93, 99, 105, Action 120, 131, 132, 136, 160, 165, 179, 189, coordinated , 164–166 191, 193, 194, 205, 206, 217, 230–232, participatory action research , 195, 235, 236 210–212 Attractiveness , 4 setting , 192 Austin, Texas , 225 Advanced management practice (AMP) , Austria , 180 135–138 Authority , 2, 5, 6, 21, 52, 53, 60, 63–65, 138, Aesthetic 163, 165, 169, 229 distancing , 204 Autonomy , 24, 87, 120, 225, 227 learning space , 208–210 A f fi liation , 59, 62, 63, 71, 72, 74, 78, 80–82, 111, 114 B Age , 59, 60, 63, 64 Ba Airport , 11, 23, 25 mental ba , 32–34, 37–39, 42–46 Alienation , 151, 207, 213 physical ba , 32, 33, 37, 39, 42–46 Allocation , 93–94, 96–99 virtual ba , 30, 32, 33, 46 power , 51 Basho , 46 AMP. See Advanced management Beta video , 49 practice (AMP) Beuys, Joseph , 183 Antipathy , 78, 80, 81 Biosensor , 89, 91, 93–96 Apple , 88 Bonn , 89 Apprentice , 36, 40, 41, 183 Boundary , 85, 155 Architecture Brazil , 166, 170, 189 School of Architecture Brundtland Commission , 170 and Planning , 7 Buzz , 86, 87, 98 space , 106 Arts artful capabilities and C competences , 185 Cambridge, Massachusetts , 226 artful creation , 185, 186 Case study , 11, 18, 22–24, 54–55, 65, 86, artful process , 188 98, 99, 204, 205, 210–214, artistic capabilities , 185 216, 218 artistic interventions , 9, 11, 177–196 Catalyst program , 181 artist-led interventions , 181–183 Center , 1–4, 6, 35, 58, 61, 88, 94, 98, 107, artist placement group , 182 161, 164, 186, 206, 224, 225, 227, 228, based actions , 203, 204, 206 230, 233–235 based learning practices , 203 Centrality , 3, 6, 186 forms , 179, 190 Centralization , 3, 5, 71, 72, 166 A. Berthoin Antal et al. (eds.), Learning Organizations: Extending the Field, 243 Knowledge and Space 6, DOI 10.1007/978-94-007-7220-5, © Springer Science+Business Media Dordrecht 2014 244 Index Child mortality , 157 strangeness , 85 China , 166 tension, 88, 90, 91, 98 Civil society Customer bureau , 165 complaints , 92, 95 declaration , 169 service , 59–62 Co-authorship , 115, 117 Codes , 9, 39, 42, 117–119, 132, 139, 177 Cognitive conservatism , 72, 78 D Command , 49–65, 72, 75, 203 Debugging , 77, 94–95, 97 Commission on Sustainable Development , Decision-making , 3, 5, 56, 71, 74–76, 78, 79, 167, 170 82, 132, 158, 162, 163, 210 Communication Denmark , 180, 184 patterns of communication , 104 Deutsche Bahn AG , 183 technologies , 3, 5, 158, 165 Developer , 91, 92, 94–97, 118 Community Dialogic scripting , 206, 213 community of blood , 40 Differentiation , 6, 44, 88, 147, 149–152, community of practice , 5, 8 154, 186 community of spirit , 40 Diffusion community order , 34, 35 contagion diffusion , 65 community-order perspective , 30, 31 diffusion of knowledge , 4 Competence , 5, 44, 45, 131, 168, 185, 209 hierarchical , 50 Competition , 5, 31, 43, 55, 166 innovation diffusion , 52–53 Complexity , 26, 76, 104, 106, 129, 139 Dislocation , 96–98, 131, 139, 140 organizations , 5, 18, 129, 203 Dissonance , 9, 86, 90, 99 Conference center , 107, 225 Distance Confl ict , 9, 26–27, 31, 74, 79, 85, 86, 90, cognitive distance , 85, 99 92, 96–99, 138, 140, 148, 149, 166, cultural , 86, 90 169, 171, 180, 218, 224, 228, multidimensional distance , 88 229, 235 physical distance , 9, 85–88, 99 management , 74 relational distance , 9, 85–100 Consensus formation , 71, 77, 78 topological distance , 59 Consultants , 55, 57, 149, 178, 179, 183, 188 Diversity , 26, 85, 97, 106, 205, 207, 218 Contact system , 3 Division of labor , 4, 19, 52 Context , 2, 4, 6, 7, 9, 11, 17, 19, 26, 29, 31, dm-drogerie markt , 183 33, 40, 45, 50, 55, 74, 86, 87, 93, Domain , 5–7, 11, 70, 192, 193, 223–233 96–98, 104, 105, 117, 129, 133, 137, Dramaturgy , 206, 207 143, 145, 150, 158, 159, 161, 162, 166, 170–172, 179, 186–190, 195, 205–208, 210, 214, 216, 217, 227, E 228, 231, 235 EA Generali , 180 Control Earth Summit , 162, 163, 167 promotive control , 71, 73–75, 80, 81 Eccentric spheres , 235 restrictive control , 71, 72, 74, 75, 77–82 Economic geography , 85, 86, 98, 99, 104 Conviction , 49–65 Educational achievement , 3 Coordination capability , 76, 80 Embeddedness , 104, 116–121, 159, 194 Co-presence , 87, 96, 98, 113–116, 121–123 embedded routines , 161, 163–164, 170 Cornelsen Verlag , 182 Emigration , 151–153, 155 Corporate network , 4, 64 Engineering manager , 211 Creativity Enterprise resource planning (ERP) , 11, 17–27 creative space , 9, 12, 223–236 Environment creative transformation , 224, 227 environment , 103, 227, 230 Culture psychology , 4, 7, 105 clash , 178 sustainability , 157 cultural norms , 85, 88 Equilibrium , 30, 147, 148, 153 Index 245 ERP. See Enterprise resource planning (ERP) geography of the fi rm , 4 ERP systems , 17–27 human geography , 7, 122 Error , 70, 71, 78, 82, 92, 95, 191, 231 Germany , 1, 11, 54, 55, 64, 79, 89, 107, Estrangement , 207 154, 224 Ethnography Gift theory