{"id":34690,"date":"2019-09-23T07:30:00","date_gmt":"2019-09-23T07:30:00","guid":{"rendered":"https:\/\/jums.academy\/v4i3\/"},"modified":"2022-11-18T08:39:48","modified_gmt":"2022-11-18T08:39:48","slug":"v4i3","status":"publish","type":"page","link":"https:\/\/jums.academy\/en\/v4i3\/","title":{"rendered":"v4i3"},"content":{"rendered":"<div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-1 nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-background-position:left top;--awb-border-sizes-top:0px;--awb-border-sizes-bottom:0px;--awb-border-sizes-left:0px;--awb-border-sizes-right:0px;--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-padding-top:20px;--awb-padding-bottom:20px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-0 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-column-wrapper-legacy\"><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#000000;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-unboxed\" id=\"accordion-34690-1\"><div class=\"fusion-panel panel-default panel-f117c09655aa8233f fusion-toggle-no-divider\" style=\"--awb-title-color:#333333;--awb-content-color:#333333;\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_f117c09655aa8233f\"><a aria-expanded=\"false\" aria-controls=\"f117c09655aa8233f\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-1\" data-target=\"#f117c09655aa8233f\" href=\"#f117c09655aa8233f\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">All published articles sorted by issues<\/span><\/a><\/h4><\/div><div id=\"f117c09655aa8233f\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_f117c09655aa8233f\"><div class=\"panel-body toggle-content fusion-clearfix\">\n<ul style=\"list-style-type: none;\">\n<!--li><a href=\"https:\/\/jums.academy\/en\/v10i4-3\/\">Junior Management Science, Volume 11, Issue 1, March 2026<\/a><\/li-->\n<li><a href=\"https:\/\/jums.academy\/en\/v10i4\/\">Junior Management Science, Volume 10, Issue 4, December 2025<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v10i3\/\">Junior Management Science, Volume 10, Issue 3, September 2025<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v10i2\/\">Junior Management Science, Volume 10, Issue 2, June 2025<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v10i1\/\">Junior Management Science, Volume 10, Issue 1, March 2025<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v9i4\/\">Junior Management Science, Volume 9, Issue 4, December 2024<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v9i3\/\">Junior Management Science, Volume 9, Issue 3, September 2024<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v9i2\/\">Junior Management Science, Volume 9, Issue 2, June 2024<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v9i1\/\">Junior Management Science, Volume 9, Issue 1, March 2024<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v8i4\/\">Junior Management Science, Volume 8, Issue 4, December 2023<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v8i3\/\">Junior Management Science, Volume 8, Issue 3, September 2023<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v8i2\/\">Junior Management Science, Volume 8, Issue 2, June 2023<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v8i1\/\">Junior Management Science, Volume 8, Issue 1, March 2023<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v7i5\/\">Junior Management Science, Volume 7, Issue 5, December 2022<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v7i4\/\">Junior Management Science, Volume 7, Issue 4, September 2022<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v7i3\/\">Junior Management Science, Volume 7, Issue 3, July 2022<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v7i2\/\">Junior Management Science, Volume 7, Issue 2, June 2022<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v7i1\/\">Junior Management Science, Volume 7, Issue 1, March 2022<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v6i4\/\">Junior Management Science, Volume 6, Issue 4, December 2021<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v6i3\/\">Junior Management Science, Volume 6, Issue 3, September 2021<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v6i2\/\">Junior Management Science, Volume 6, Issue 2, June 2021<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v6i1-2\/\">Junior Management Science, Volume 6, Issue 1, March 2021<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v5i4\/\">Junior Management Science, Volume 5, Issue 4, December 2020<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v5i3\/\">Junior Management Science, Volume 5, Issue 3, September 2020<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v5i2\/\">Junior Management Science, Volume 5, Issue 2, June 2020<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v5i1\/\">Junior Management Science, Volume 5, Issue 1, March 2020<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v4i4\/\">Junior Management Science, Volume 4, Issue 4, December 2019<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v4i3\/\">Junior Management Science, Volume 4, Issue 3, September 2019<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v4i2\/\">Junior Management Science, Volume 4, Issue 2, June 2019<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v4i1\/\">Junior Management Science, Volume 4, Issue 1, March 2019<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v3i4\/\">Junior Management Science, Volume 3, Issue 4, December 2018<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v3i3\/\">Junior Management Science, Volume 3, Issue 3, September 2018<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v3i2\/\">Junior Management Science, Volume 3, Issue 2, June 2018<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v3i1\/\">Junior Management Science, Volume 3, Issue 1, March 2018<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v2i3\/\">Junior Management Science, Volume 2, Issue 3, December 2017<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v2i2\/\">Junior Management Science, Volume 2, Issue 2, September 2017<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v2i1\/\">Junior Management Science, Volume 2, Issue 1, June 2017<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v1i2\/\">Junior Management Science, Volume 1, Issue 2, December 2016<\/a><\/li>\n<li><a href=\"https:\/\/jums.academy\/en\/v1i1\/\">Junior Management Science, Volume 1, Issue 1, June 2016<\/a><\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div>\n<div class=\"fusion-title title fusion-title-1 fusion-title-text fusion-title-size-five\" style=\"--awb-margin-top-small:0px;--awb-margin-right-small:0px;--awb-margin-bottom-small:20px;--awb-margin-left-small:0px;--awb-sep-color:#000000;\"><h5 class=\"fusion-title-heading title-heading-left fusion-responsive-typography-calculated\" style=\"margin:0;--fontSize:18;--minFontSize:18;line-height:1.38;\"><\/h5><span class=\"awb-title-spacer\"><\/span><div class=\"title-sep-container\"><div class=\"title-sep sep-single sep-solid\" style=\"border-color:#000000;\"><\/div><\/div><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-1 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last fusion-column-no-min-height\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-title title fusion-title-2 fusion-sep-none fusion-title-text fusion-title-size-four\" style=\"--awb-margin-bottom:-5px;--awb-margin-top-small:0px;--awb-margin-right-small:0px;--awb-margin-bottom-small:20px;--awb-margin-left-small:0px;\"><h4 class=\"fusion-title-heading title-heading-left fusion-responsive-typography-calculated\" style=\"margin:0;--fontSize:26;line-height:1.43;\"><h4><strong>Junior Management Science, Volume 4, Issue 3, September 2019<\/strong><\/h4><\/h4><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-2 fusion_builder_column_1_5 1_5 fusion-one-fifth fusion-column-first\" style=\"--awb-bg-size:cover;width:20%;width:calc(20% - ( ( 4% ) * 0.2 ) );margin-right: 4%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-image-element fusion-image-align-center in-legacy-container\" style=\"text-align:center;--awb-caption-title-font-family:var(--h2_typography-font-family);--awb-caption-title-font-weight:var(--h2_typography-font-weight);--awb-caption-title-font-style:var(--h2_typography-font-style);--awb-caption-title-size:var(--h2_typography-font-size);--awb-caption-title-transform:var(--h2_typography-text-transform);--awb-caption-title-line-height:var(--h2_typography-line-height);--awb-caption-title-letter-spacing:var(--h2_typography-letter-spacing);\"><div class=\"imageframe-align-center\"><span class=\" fusion-imageframe imageframe-none imageframe-1 hover-type-none\"><img data-recalc-dims=\"1\" decoding=\"async\" width=\"1100\" height=\"1561\" title=\"Deckblatt1\" src=\"https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=1100%2C1561&#038;ssl=1\" alt class=\"img-responsive wp-image-31297\" srcset=\"https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=200%2C284&amp;ssl=1 200w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=211%2C300&amp;ssl=1 211w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=400%2C568&amp;ssl=1 400w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=600%2C851&amp;ssl=1 600w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=722%2C1024&amp;ssl=1 722w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=768%2C1090&amp;ssl=1 768w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?resize=800%2C1135&amp;ssl=1 800w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2019\/09\/Deckblatt1-3.png?w=1160&amp;ssl=1 1160w\" sizes=\"(max-width: 800px) 100vw, 400px\" \/><\/span><\/div><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-3 fusion_builder_column_4_5 4_5 fusion-four-fifth fusion-column-last\" style=\"--awb-bg-size:cover;width:80%;width:calc(80% - ( ( 4% ) * 0.8 ) );\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-1\"><ol>\n<li><a href=\"#A1\"><b>Belinda Kellerer,<\/b> Portfolio Optimization and Ambiguity Aversion, 305-338<\/a><\/li>\n<li><a href=\"#A2\"><b>Tobias Wulfert<\/b>, Mobile App Service Quality Dimensions and Requirements for Mobile Shopping Companion Apps, 339-391<\/a><\/li>\n<li><a href=\"#A3\"><b>Virginia Springer,<\/b> Bewertung der \u00dcbertragbarkeit von neuronalen Studienergebnissen auf einen Accounting-Kontext, 392-421<\/a><\/li>\n<li><a href=\"#A4\"><b>Lukas Ferner<\/b>, Measuring the Impact of Carbon Emissions on Firm Value Using Quantile Regression, 422-432<\/a><\/li>\n<li><a href=\"#A5\"><b>Leona Schink<\/b>, Die Legitimation einer Innovation durch Cultural Entrepreneurship &#8211; Explorative Fallstudie eines symbiotischen Zusammenspiels zwischen einem Start-up und dessen Schl\u00fcsselkunden, 433-459<\/a><\/li>\n<li><a href=\"#A6\"><strong>Annalena D\u00fcker<\/strong>, Das Management von Produktr\u00fcckrufen: Einflussfaktoren auf die R\u00fcckholung von Verbraucherprodukten, 460-477<\/a><\/li>\n<\/ol>\n<\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-4 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last fusion-column-no-min-height\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div style=\"width: 2px; height: 15px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div style=\"width: 2px; height: 15px;\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-5 fusion_builder_column_1_6 1_6 fusion-one-sixth fusion-column-first fusion-column-no-min-height\" style=\"--awb-padding-top:10px;--awb-padding-bottom:10px;--awb-bg-size:cover;width:13.3333%; margin-right: 4%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-aligncenter\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-1 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/JUMS_Volume4_Issue3_2019-2.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read issue<\/span><\/a><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-6 fusion_builder_column_1_2 1_2 fusion-one-half fusion-column-no-min-height\" style=\"--awb-bg-size:cover;width:48%; margin-right: 4%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div style=\"width: 2px; height: 2px;\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-7 fusion_builder_column_1_6 1_6 fusion-one-sixth fusion-column-no-min-height\" style=\"--awb-padding-top:10px;--awb-padding-bottom:10px;--awb-bg-size:cover;width:13.3333%; margin-right: 4%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-aligncenter\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-2 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_self\" href=\"https:\/\/jums.academy\/en\/submit\/\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Submit thesis now<\/span><\/a><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-8 fusion_builder_column_1_6 1_6 fusion-one-sixth fusion-column-last fusion-column-no-min-height\" style=\"--awb-padding-top:10px;--awb-padding-bottom:10px;--awb-bg-size:cover;width:13.3333%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-aligncenter\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-3 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_self\" href=\"https:\/\/jums.academy\/en\/newsletter\/\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Keep up to date<\/span><\/a><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-9 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last fusion-column-no-min-height\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div style=\"width: 2px; height: 15px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div style=\"width: 2px; height: 15px;\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-10 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-2\"><p><a name=\"A1\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Portfolio Optimization and Ambiguity Aversion<\/strong><\/h5>\n<p>Belinda Kellerer, Ludwig Maximilian University of Munich (Master thesis)<br \/>\nJunior Management Science 4(3), 2019, 305-338<\/p>\n<\/div><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#ffffff;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-boxed\" id=\"accordion-34690-2\"><div class=\"fusion-panel panel-default panel-55cc7ada1c15204d6 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_55cc7ada1c15204d6\"><a aria-expanded=\"false\" aria-controls=\"55cc7ada1c15204d6\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-2\" data-target=\"#55cc7ada1c15204d6\" href=\"#55cc7ada1c15204d6\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">Read abstract<\/span><\/a><\/h4><\/div><div id=\"55cc7ada1c15204d6\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_55cc7ada1c15204d6\"><div class=\"panel-body toggle-content fusion-clearfix\">This thesis analyses whether considering ambiguity aversion in portfolio optimization improves the out-of-sample performance ofportfolio optimization approaches. Furthermore, it is assessed which role ambiguity aversion plays in improving the portfolio performance, especially compared with the role of estimation errors. This is done by evaluating the out-of-sample performance of the approach of Garlappi, Uppal and Wang for an investor with multiples priors and aversion to ambiguity compared to other portfolio optimization strategies from the literature not taking ambiguity aversion into account. It is shown that considering ambiguity aversion in portfolio optimization can improve the out-of-sample performance compared to the sample based mean-variance model and the Bayes-Stein model. However, the minimum-variance model and the model of na\u00efve diversification, which are both independent of expected returns, outperform the approach considering ambiguity aversion for most of the empirical applications shown in this thesis. These results indicate that ambiguity aversion does play a role in portfolio optimization, however, estimation errors regarding expected returns overshadow the benefits of optimal asset allocation.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-3\"><p><em>Keywords: portfolio choice; asset allocation; estimation error; ambiguity; uncertainty.<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-4 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/MA_Kellerer.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-4\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/en\/b-kellerer\/\">Go to article page<\/a><\/p>\n<\/div><div style=\"width: 2px; height: 15px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-11 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-5\"><p><a name=\"A2\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Mobile App Service Quality Dimensions and Requirements for Mobile Shopping Companion Apps<\/strong><\/h5>\n<p>Tobias Wulfert, University of M\u00fcnster (Master thesis)<br \/>\nJunior Management Science 4(3), 2019, 339-391<\/p>\n<\/div><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#ffffff;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-boxed\" id=\"accordion-34690-3\"><div class=\"fusion-panel panel-default panel-effe36783b24e4c9f fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_effe36783b24e4c9f\"><a aria-expanded=\"false\" aria-controls=\"effe36783b24e4c9f\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-3\" data-target=\"#effe36783b24e4c9f\" href=\"#effe36783b24e4c9f\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">Read abstract<\/span><\/a><\/h4><\/div><div id=\"effe36783b24e4c9f\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_effe36783b24e4c9f\"><div class=\"panel-body toggle-content fusion-clearfix\">The increasing utilization of mobile apps for shopping leads retailers to provide customers with dedicated mobile shopping companion apps to create an omni-channel shopping experience involving traditional brick-and-mortar, electronic and mobile business. Mobile shopping companion apps extend the traditional and electronic services of brick-and-mortar retailers by an additional mobile channel providing the customer with a digital companion supporting the shopping within and outside the stores using mobile technology. A twofold approach is pursued in this thesis. Firstly, a structured literature review is conducted to identify candidate dimensions for developing a scale for measuring the service quality of mobile shopping companion apps. Secondly, design requirements for improving the service quality ofthese mobile apps are deduced from online customer reviews of three exemplary mobile shopping companion apps applying a qualitative content analysis. The mobile app service quality of mobile shopping companion apps can be measured using a hierarchical and multi-dimensional scale consisting of three primary dimensions, seven secondary dimensions and 22 related items. The primary dimensions interaction quality, environment quality and outcome quality structure the secondary dimensions responsiveness, information, security and privacy, design, performance, technical reliability and valence. Based on these dimensions, 22 implementation guidelines and 14 service design requirements are derived as potential areas for optimizing the mobile app service quality of mobile shopping companion apps and achieving a high overall service quality. A mobile shopping companion app should include a set of features consisting of 16 features from three different areas. Results show that measuring the service quality of mobile shopping companion apps require for a tailored measurement scale. Equally, design requirements are proposed for this particular category of mobile apps. Retailers should provide a single mobile shopping companion app providing all features and mobile services to the customer.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-6\"><p><em>Keywords: mobile service; mobile commerce; shopping companion; service quality.<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-5 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/MA_Wulfert.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-7\"><p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/en\/t-wulfert\/\">Go to article page<\/a><\/p>\n<\/div><div style=\"width: 2px; height: 20px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-12 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-8\"><p><a name=\"A3\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Bewertung der \u00dcbertragbarkeit von neuronalen Studienergebnissen auf einen Accounting-Kontext<\/strong><\/h5>\n<p>Virginia Springer, University of Stuttgart (Bachelor thesis)<br \/>\nJunior Management Science 4(3), 2019, 392-421<\/p>\n<\/div><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#ffffff;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-boxed\" id=\"accordion-34690-4\"><div class=\"fusion-panel panel-default panel-852c0a4d0df4c85d2 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_852c0a4d0df4c85d2\"><a aria-expanded=\"false\" aria-controls=\"852c0a4d0df4c85d2\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-4\" data-target=\"#852c0a4d0df4c85d2\" href=\"#852c0a4d0df4c85d2\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">Read abstract<\/span><\/a><\/h4><\/div><div id=\"852c0a4d0df4c85d2\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_852c0a4d0df4c85d2\"><div class=\"panel-body toggle-content fusion-clearfix\">\n<p>Erkenntnisse zu physiologischer und neuronaler Aktivit\u00e4t im Gehirn als grundlegende Ausl\u00f6ser \u00f6konomischer Entscheidungen finden vermehrt Zuspruch in der betriebswirtschaftlichen Forschung. Ein noch junges Forschungsfeld stellt dabei das Neuroaccounting dar, welches zentrale verhaltens- und neurowissenschaftliche Erkenntnisse mit Grunds\u00e4tzen des Accounting und der Psychologie verkn\u00fcpft. Das Ziel dieser Arbeit ist, einen umfassenden \u00dcberblick \u00fcber das emergierende Feld des Neuroaccounting zugeben.<br \/>\nVor diesem Hintergrund wird dargestellt, inwiefern neurowissenschaftliche Erkenntnisse in einem Accounting-Kontext untersucht und \u00fcbertragen werden und ob aufgrund kontextspezifischer Ver\u00e4nderungen Limitationen bei der \u00dcbertragung bestehen k\u00f6nnen. Hierzu werden die thematischen Zusammenh\u00e4nge umfassend durch eine systematische Literaturanalyse aufbereitet. Die daraus resultierenden Ergebnisse zeigen, dass in einem Accounting-Kontext weitgehend auf neurowissenschaftliche Erkenntnisse verwiesen werden, welche in einem Nicht-Accounting-Kontext gefunden wurden. Die kritische Betrachtung der Ergebnisse verdeutlicht, dass vor allem stichprobenrelevante St\u00f6rvariablen sowie kontextspezifische psychologische Effekte zu Limitationen bei der \u00dcbertragung f\u00fchren. Folglich ist eine Kontextabh\u00e4ngigkeit bei der bestehenden \u00dcbertragung neurowissenschaftlicher Erkenntnisse auf einen Accounting-Kontext gegeben, welche je nach Studiendesign im Kontext der eigentlichen Untersuchung zu ber\u00fccksichtigen ist.<\/p>\n<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-9\"><p><em>Keywords: neuroaccounting; decision making; contextuality; cognitive neuroscience; human brain.<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-6 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/BA_Springer.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-10\"><p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/en\/v-springer\/\">Go to article page<\/a><\/p>\n<\/div><div style=\"width: 2px; height: 20px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-13 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-11\"><p><a name=\"A4\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Measuring the Impact of Carbon Emissions on Firm Value Using Quantile Regression<\/strong><\/h5>\n<p>Lukas Ferner, University of Augsburg (Bachelor thesis)<br \/>\nJunior Management Science 4(3), 2019, 422-432<\/p>\n<\/div><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#ffffff;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-boxed\" id=\"accordion-34690-5\"><div class=\"fusion-panel panel-default panel-917b1b09b5bf2ccf5 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_917b1b09b5bf2ccf5\"><a aria-expanded=\"false\" aria-controls=\"917b1b09b5bf2ccf5\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-5\" data-target=\"#917b1b09b5bf2ccf5\" href=\"#917b1b09b5bf2ccf5\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">Read abstract<\/span><\/a><\/h4><\/div><div id=\"917b1b09b5bf2ccf5\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_917b1b09b5bf2ccf5\"><div class=\"panel-body toggle-content fusion-clearfix\">A fundamental transformation of the global economy towards a low-carbon economy is inevitable in order to achieve the climate targets set by the United Nations. Hence, it becomes increasingly important to understand how firm level carbon mitigation affects the value of a company. The purpose of this thesis is not only to estimate the average relationship between carbon emissions and firm value but to investigate whether this relationship is heterogeneous and thus whether the effect of carbon emission on firm value depends on the value of the respective company. A quantile regression approach with firm value measured as Tobin\u2019s Q as the dependent variable is applied. The estimation outcomes clearly indicate that higher carbon emissions reduce firm value for all quantiles. However, the extent of the effect depends strongly on the value of the respective company suggesting that the value-enhancing effect of reduced carbon emissions is higher for firms with relatively high firm value.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-12\"><p><em>Keywords: carbon emission; firm value; quantile regression.<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-7 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/BA_Ferner.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-13\"><p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/en\/l-ferner\/\">Go to article page<\/a><\/p>\n<\/div><div style=\"width: 2px; height: 20px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-14 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-14\"><p><a name=\"A5\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Die Legitimation einer Innovation durch Cultural Entrepreneurship \u2013 Explorative Fallstudie eines symbiotischen Zusammenspiels zwischen einem Start-up und dessen Schl\u00fcsselkunden<\/strong><\/h5>\n<p>Leona Schink, Leuphana University L\u00fcneburg (Bachelor thesis)<br \/>\nJunior Management Science 4(3), 2019, 433-459<\/p>\n<\/div><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#ffffff;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-boxed\" id=\"accordion-34690-6\"><div class=\"fusion-panel panel-default panel-513119db5d4da1c44 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_513119db5d4da1c44\"><a aria-expanded=\"false\" aria-controls=\"513119db5d4da1c44\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-6\" data-target=\"#513119db5d4da1c44\" href=\"#513119db5d4da1c44\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">Read abstract<\/span><\/a><\/h4><\/div><div id=\"513119db5d4da1c44\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_513119db5d4da1c44\"><div class=\"panel-body toggle-content fusion-clearfix\">Die \u201eCultural Entrepreneurship\u201c Literatur untersucht wie Start-ups die \u201eLiability of newness\u201c durch kulturelle \u00dcberzeugungsleistungen \u00fcberwinden, wobei meist Entrepreneure in der aktiven und die Bezugsgruppen (z.B. InvestorInnen) in der passiven Empf\u00e4ngerrolle gesehen werden. Die Fallstudie eines vom Start-up Tonio und dessen B-to-B Schl\u00fcsselkunden Turner Broadcasting System (TBS) durchgef\u00fchrten und auf Tonios innovativer Technologie basierenden Pilotprojektes untersucht, wie Tonio sich bei TBS legitimiert und vor allem, wie interne Dynamiken innerhalb des Schl\u00fcsselkunden den Legitimationsprozess beeinflussen. Eine qualitative Inhaltsanalyse von Leitfadeninterviews, unternehmensinternen Dokumenten sowie frei zug\u00e4nglichen Medienartikeln legt offen, dass sowohl Tonio, als auch interne Allianzpartner innerhalb von TBS in einer symbiotischen Zusammenarbeit aktiv f\u00fcr die Legitimation der innovativen Technologie gezielte kulturelle \u00dcberzeugungsarbeit leisten. So nutzt TBS bei der an interne Stakeholder gerichteten \u00dcberzeugungsarbeit beispielsweise Identit\u00e4tsmechanismen, wie symbolische Handlungen, Narrative und Analogien, die in der vorherigen Phase ebenso von Tonio genutzt wurden, um TBS als Kunden zu gewinnen. Anschlie\u00dfend \u00fcbernimmt Tonio Legitimationsarbeit von TBS zur Akquise neuer Kunden. Mit diesen Ergebnissen tr\u00e4gt diese Studie zum Verst\u00e4ndnis von Innovationsprojekten als \u00fcber Organisationsgrenzen hinweg fungierende Symbiosen bei.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-15\"><p><em>Keywords: cultural entrepreneurship; legitimacy; new ventures.<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-8 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/BA_Schink.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-16\"><p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/en\/l-schink\/\">Go to article page<\/a><\/p>\n<\/div><div style=\"width: 2px; height: 20px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-15 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-17\"><p><a name=\"A6\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Das Management von Produktr\u00fcckrufen: Einflussfaktoren auf die R\u00fcckholung von Verbraucherprodukten<\/strong><\/h5>\n<p>Annalena D\u00fcker, Freie Universit\u00e4t Berlin (Bachelorarbeit)<br \/>\nJunior Management Science 4(3), 2019, 460-477<\/p>\n<\/div><div class=\"accordian fusion-accordian\" style=\"--awb-border-size:1px;--awb-icon-size:13px;--awb-content-font-size:16px;--awb-icon-alignment:left;--awb-hover-color:#f9f9f9;--awb-border-color:#cccccc;--awb-background-color:#ffffff;--awb-divider-color:#e0dede;--awb-divider-hover-color:#e0dede;--awb-icon-color:#ffffff;--awb-title-color:#333333;--awb-content-color:#333333;--awb-icon-box-color:#333333;--awb-toggle-hover-accent-color:#447c4d;--awb-title-font-family:&quot;Roboto Slab&quot;;--awb-title-font-weight:300;--awb-title-font-style:normal;--awb-title-font-size:16px;--awb-content-font-family:&quot;Roboto Slab&quot;;--awb-content-font-style:normal;--awb-content-font-weight:400;\"><div class=\"panel-group fusion-toggle-icon-boxed\" id=\"accordion-34690-7\"><div class=\"fusion-panel panel-default panel-052ae1957daf38044 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_052ae1957daf38044\"><a aria-expanded=\"false\" aria-controls=\"052ae1957daf38044\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-34690-7\" data-target=\"#052ae1957daf38044\" href=\"#052ae1957daf38044\"><span class=\"fusion-toggle-icon-wrapper\" aria-hidden=\"true\"><i class=\"fa-fusion-box active-icon awb-icon-minus\" aria-hidden=\"true\"><\/i><i class=\"fa-fusion-box inactive-icon awb-icon-plus\" aria-hidden=\"true\"><\/i><\/span><span class=\"fusion-toggle-heading\">Read abstract<\/span><\/a><\/h4><\/div><div id=\"052ae1957daf38044\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_052ae1957daf38044\"><div class=\"panel-body toggle-content fusion-clearfix\">Immer mehr Produkte werden wegen sicherheitsrelevanter M\u00e4ngel zur\u00fcckgerufen. Doch trotz gr\u00f6\u00dfter unternehmerischer Bem\u00fchungen, die eigenen Produkte mit einem m\u00f6glichst gro\u00dfen Sicherheits- und Qualit\u00e4tsanspruch in den Verkehr zu bringen, sind Fehler nie vollst\u00e4ndig auszuschlie\u00dfen. Produktr\u00fcckrufe geh\u00f6ren zur gesch\u00e4ftlichen Realit\u00e4t. Tritt der Ernstfall eines Produktr\u00fcckrufes ein, geht es in erster Linie um die Sicherheit der Konsumenten, aber auch um immensen Reputationsschaden und hohen Aufwendungen f\u00fcr das betroffene Unternehmen. Ziel der vorliegenden wissenschaftlichen Arbeit ist es, den Prozess eines erfolgreichen Produktr\u00fcckrufes zu untersuchen und Ma\u00dfnahmen abzuleiten, die ein Unternehmen pr\u00e4ventiv und w\u00e4hrend eines R\u00fcckrufes ergreifen muss um alle betroffenen Produkte erfolgreich aus dem Markt zu entfernen. Basierend auf Erkenntnissen der aktuellen Produktr\u00fcckrufforschung und der einschl\u00e4gigen Gesetzgebung werden organisatorische, rechtliche sowie verhaltenswissenschaftliche Einflussfaktoren identifiziert, die ber\u00fccksichtigt werden m\u00fcssen, um eine vollst\u00e4ndige R\u00fcckholung aller Produkte aus dem Markt zu gew\u00e4hrleisten.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-18\"><p><em>Keywords: Produktr\u00fcckruf; R\u00fcckrufmanagement; Krisenmanagement; Konsumentenverhalten; Produktkrise.<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-9 fusion-button-default-span fusion-button-default-type\" style=\"--button_accent_color:#ffffff;--button_accent_hover_color:#ffffff;--button_border_hover_color:#96c346;--button_gradient_top_color:#447c4d;--button_gradient_bottom_color:#447c4d;--button_gradient_top_color_hover:#96c346;--button_gradient_bottom_color_hover:#96c346;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/jums.academy\/wp-content\/uploads\/2019\/09\/BA_Dueker.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-19\"><p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/a-dueker\/\">Zur Artikel-Seite<\/a><\/p>\n<\/div><div style=\"width: 2px; height: 20px;\"><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:1px;\"><\/div><\/div><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<\/div><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":3,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"jetpack_post_was_ever_published":false,"footnotes":""},"class_list":["post-34690","page","type-page","status-publish","hentry"],"jetpack_shortlink":"https:\/\/wp.me\/P7lBbr-91w","jetpack-related-posts":[],"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages\/34690","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/comments?post=34690"}],"version-history":[{"count":13,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages\/34690\/revisions"}],"predecessor-version":[{"id":49344,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages\/34690\/revisions\/49344"}],"wp:attachment":[{"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/media?parent=34690"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}