{"id":35373,"date":"2016-06-15T17:59:22","date_gmt":"2016-06-15T17:59:22","guid":{"rendered":"https:\/\/jums.academy\/v1i1\/"},"modified":"2022-11-18T08:42:46","modified_gmt":"2022-11-18T08:42:46","slug":"v1i1","status":"publish","type":"page","link":"https:\/\/jums.academy\/en\/v1i1\/","title":{"rendered":"v1i1"},"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-35373-1\"><div class=\"fusion-panel panel-default panel-2d7588e35905cf3ba fusion-toggle-no-divider\" style=\"--awb-title-color:#333333;--awb-content-color:#333333;\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_2d7588e35905cf3ba\"><a aria-expanded=\"false\" aria-controls=\"2d7588e35905cf3ba\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-1\" data-target=\"#2d7588e35905cf3ba\" href=\"#2d7588e35905cf3ba\"><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=\"2d7588e35905cf3ba\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_2d7588e35905cf3ba\"><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 1, Issue 1, June 2016<\/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 fusion-column-no-min-height\" style=\"--awb-bg-size:cover;width:16.8%; margin-right: 4%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-sep-clear\"><\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"margin-left: auto;margin-right: auto;margin-bottom:20px;width:100%;\"><\/div><div class=\"fusion-sep-clear\"><\/div><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=\"800\" height=\"1132\" title=\"Microsoft PowerPoint &#8211; Deckblatt_PP\" src=\"https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=800%2C1132&#038;ssl=1\" alt class=\"img-responsive wp-image-33710\" srcset=\"https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=200%2C283&amp;ssl=1 200w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=212%2C300&amp;ssl=1 212w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=400%2C566&amp;ssl=1 400w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=600%2C849&amp;ssl=1 600w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=724%2C1024&amp;ssl=1 724w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?resize=768%2C1087&amp;ssl=1 768w, https:\/\/i0.wp.com\/jums.academy\/wp-content\/uploads\/2018\/12\/JUMS_Deckblatt-v1i1.jpg?w=800&amp;ssl=1 800w\" 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 fusion-column-no-min-height\" style=\"--awb-bg-size:cover;width:79.2%;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-1\"><ol>\n<li><a href=\"#A1\"><strong>Alexander Wahl,<\/strong> Variance Risk Premia, 1-33<\/a><\/li>\n<li><a href=\"#A2\"><b>Lennart Wendland<\/b>, A Common Ground in Guerilla Marketing \u2013 State of Research and Further Research Opportunities, 34-59<\/a><\/li>\n<li><a href=\"#A3\"><b>Friederike E. Rhein<\/b>, R\u00fcckzug auf Raten \u2013 Management strategischen Wandels: Eine retrospektive L\u00e4ngsschnittstudie am Beispiel der ChemCo., 60-99<\/a><\/li>\n<li><a href=\"#A4\"><b>Nadine Eichhorn<\/b>, Relative Performance Information and Financial Incentives in Multidimensional Task Settings \u2013 A Conceptual and Experimental Analysis of Effects on Performance and Attention Towards Task Dimensions, 100-137<\/a><\/li>\n<li><a href=\"#A5\"><b>Nina <\/b><b>Gusenleitner<\/b>, Practical Implications of the Ambidexterity Concepts, 138-187<\/a><\/li>\n<li><a href=\"#A6\"><b>Nicolas <\/b><b>W\u00fcthrich<\/b>, Inkommensurabilit\u00e4t \u2013 Implikationen f\u00fcr die evolution\u00e4re Organisationstheorie unter begriffstheoretischer und epistemologischer Perspektive, 188-215<\/a><\/li>\n<li><a href=\"#A7\"><b>Sonja A.-M. Hammel<\/b>, Effektive Pr\u00e4vention ethisch-moralisch bedingter Unternehmenskrisen \u2013 Eine fallbasierte Untersuchung in Deutschland und den USA, 216-274<\/a><\/li>\n<li><a href=\"#A8\"><b>Johannes Weindl<\/b>, Potenziale von Batteriespeichersystemen zur Regelenergiebereitstellung, 275-300<\/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: 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 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:8px;--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\/2016\/07\/JUMS_Juni_2016_Issue1.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: 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 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>Variance Risk Premia<\/strong><\/h5>\n<p>Alexander Wahl, Ludwig Maximilian University of Munich (Master thesis)<br \/>\nJunior Management Science 1(1), 2016, 1-33<\/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-35373-2\"><div class=\"fusion-panel panel-default panel-464e7e7ac2c44bc9a fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_464e7e7ac2c44bc9a\"><a aria-expanded=\"false\" aria-controls=\"464e7e7ac2c44bc9a\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-2\" data-target=\"#464e7e7ac2c44bc9a\" href=\"#464e7e7ac2c44bc9a\"><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=\"464e7e7ac2c44bc9a\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_464e7e7ac2c44bc9a\"><div class=\"panel-body toggle-content fusion-clearfix\">Using a relatively model-free approach to extract the risk-neutral expected variance from an extensive set of traded options on 29 single stocks and eight stock indices, I derive the variance risk premium defined as the difference between the actually realized variance and the expected variance under the risk-neutral measure. The analysis reveals that variance risk premia are persistently negative for the majority of underlyings and show a clear link to the underlying\u2019s exposure to systematic market variance. Moreover, I find that both the risk associated with continuous as well as discontinuous price movements contribute to observed variance risk premia.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-3\"><p><em>Keywords:\u00a0Variance risk premium, Volatility premium, Jumps, Risk-neutral, Model-free<\/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\/2016\/07\/JUMS_Wahl.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\/variance-risk-premia-wahl\/\">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>A Common Ground in Guerilla Marketing \u2013 State of Research and Further Research Opportunities<\/strong><\/h5>\n<p>Lennart Wendland, Otto-von-Guericke-Universit\u00e4t Magdeburg (Masterarbeit)<br \/>\nJunior Management Science 1(1), 2016, 34-59<\/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-35373-3\"><div class=\"fusion-panel panel-default panel-802f1b2aa5af07a63 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_802f1b2aa5af07a63\"><a aria-expanded=\"false\" aria-controls=\"802f1b2aa5af07a63\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-3\" data-target=\"#802f1b2aa5af07a63\" href=\"#802f1b2aa5af07a63\"><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=\"802f1b2aa5af07a63\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_802f1b2aa5af07a63\"><div class=\"panel-body toggle-content fusion-clearfix\">Guerilla Marketing is a cloudy concept. While practitioners and scientists increasingly use it in their practice, its definition remains not straightforward. This thesis builds a common ground in Guerilla Marketing through clearing up the field. Guerilla Marketing is defined and an overall model is presented that integrates previous efforts. This model has some advantages. Most strikingly, it introduces two highly relevant mediators which include recipient\u2019s behavior into the model.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-6\"><p><em>Keywords:\u00a0Guerilla Marketing, Marketing science, Conceptual framework, Philosophy of science<\/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\/2016\/07\/JUMS_Wendland.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\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/a-common-ground-in-guerilla-marketing-wendland\">Zur Artikel-Seite<\/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-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>R\u00fcckzug auf Raten \u2013 Management strategischen Wandels: Eine retrospektive L\u00e4ngsschnittstudie am Beispiel der ChemCo.<\/strong><\/h5>\n<p>Friederike E. Rhein, Hamburg University of Technology (Master thesis)<br \/>\nJunior Management Science 1(1), 2016, 60-99<\/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-35373-4\"><div class=\"fusion-panel panel-default panel-8296df0fde7a1336f fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_8296df0fde7a1336f\"><a aria-expanded=\"false\" aria-controls=\"8296df0fde7a1336f\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-4\" data-target=\"#8296df0fde7a1336f\" href=\"#8296df0fde7a1336f\"><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=\"8296df0fde7a1336f\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_8296df0fde7a1336f\"><div class=\"panel-body toggle-content fusion-clearfix\">Nicht zuletzt haben die Neuordnung der weltweiten Chemie-Branche infolge von M&amp;A-Aktivit\u00e4ten und die aktuelle Konsolidierungswelle gezeigt, wie Traditionskonzerne vermehrt wichtige Teile der Unternehmenswurzeln kappen oder in eine \u201ebessere Heimat\u201c \u00fcberf\u00fchren. Angesichts der fortschreitenden Commoditisierung von Kernm\u00e4rkten und verst\u00e4rkter Konkurrenz aufstrebender Schwellenl\u00e4nder, trennen sich Unternehmen h\u00e4ufig von weniger rentablen Gesch\u00e4ftssparten, um sich voll und ganz auf lukrative Gesch\u00e4fte zu konzentrieren und die eigene Zukunft zu sichern. Dass Anpassungen an ver\u00e4nderte Markt- und Wettbewerbsbedingungen und damit verbundene radikale Schnitte h\u00e4ufig auch \u201ez\u00f6gerlich\u201c verlaufen k\u00f6nnen, f\u00fchrt die vorliegende Fallstudie der ChemCo vor Augen. In dem Bem\u00fchen verschiedene Wirkungsmechanismen zum spezifischen Zustandekommen eines sukzessiven, \u00fcber einen Zeitraum von 13 Jahren langfristig vollzogenen \u201eR\u00fcckzugs auf Raten\u201c aufzudecken, werden R\u00fcckzugsstrategien innerhalb einer retrospektive L\u00e4ngsschnittstudie unter ihrem Potential zur Implementierung strategischen Wandels untersucht und spezifische Ph\u00e4nomene von Tr\u00e4gheit in den Vordergrund ger\u00fcckt. Entgegen ihrer praktischen Relevanz werden R\u00fcckz\u00fcge als eigenst\u00e4ndiges strategisches Werkzeug zur Neuausrichtung in der Managementforschung wenig thematisiert und oft als blo\u00dfes Spiegelbild zu M&amp;A-Transaktionen als eine Ma\u00dfnahme innerhalb Restrukturierungsprogrammen betrachtet. Analysen ist vorrangig eine rein statische Sichtweise zugrunde gelegt. Um tiefergehende Einblicke in das Prozessgeschehen zu gewinnen wurde innerhalb einer retrospektiven L\u00e4ngsschnittstudie auf eine bestimmte Produktgruppe eines deutschen Chemieunternehmens fokussiert und die Gesch\u00e4ftst\u00e4tigkeit, von den Anf\u00e4ngen im Familienbetrieb bis zum Aufgang im internationalen Gro\u00dfkonzern, untersucht. Die Analyse war darauf gerichtet ein genaueres Bild \u00fcber spezifische Merkmale und Einflussfaktoren von R\u00fcckzugsprozessen zu erlangen und einen Beitrag zu einem besseren Verst\u00e4ndnis von Wandlungsbarrieren in der Strategieimplementierung zu leisten.<br \/>\nBasierend auf einer Reihe von problemzentrierten Interviews sowie vielf\u00e4ltigen Dokumentationen und Archivdaten unterschiedlicher<br \/>\nBest\u00e4nde wurden die forschungsleitenden Fragestellungen explorativ untersucht. Unter Zuhilfenahme von Techniken der Grounded Theory werden Formen und Ursachen augenscheinlicher Beharrungstendenzen aus verschiedenen Positionen der Organisationstheorie analysiert. Im Zusammenwirken der Wandlungsbarrieren k\u00f6nnen verriegelnde Prozesse und dominante Entscheidungsmuster im R\u00fcckzugsverlauf aufgedeckt und eine eingetretene \u201eLock-In-Situation\u201c ermittelt werden. Erst unter spezifischen Bedingungskonstellationen konnten nachgewiesene Rigidit\u00e4ten erfolgreich durchbrochen und ein letztlich vollst\u00e4ndiger Ausstieg aus schrumpfenden Kerngesch\u00e4ften langfristig vollzogen werden. Unterschiedliche Konzeptionen der Organisationstheorie, insbesondere Arbeiten zur Pfadabh\u00e4ngigkeit, liefern hierzu wichtige Erkl\u00e4rungsans\u00e4tze. Damit wird nicht der Anspruch einer Generalisierbarkeit verfolgt, sondern ein Einblick in die Vielschichtigkeit und Multikontext-Probleme des Feldes strategischer Wandelprozesse angestrebt. Die Forschungsergebnisse erhellen grundlegend das Verst\u00e4ndnis f\u00fcr verschiedene Wirkaspekte, welche im Rahmen der Wandlungs-<br \/>\nvorhaben begrenzenden Charakter besitzen und im Fallgeschehen zu langfristigen Ineffizienzen f\u00fchrten. In Verbindung mit analysierten Verkn\u00fcpfungen zwischen strategischen Prozessen und Ver\u00e4nderungen des organisationalen Kontext, wird hierbei die Ambivalenz beeinflussender Faktoren, die einerseits als Treiber des Wandels erscheinen, sich gleichsam aber auch in Tr\u00e4gheitstendenzen \u00e4u\u00dfern und zu Pfadabh\u00e4ngigkeiten f\u00fchren k\u00f6nnen verdeutlicht. Es wird die Abkehr einer isolierten Betrachtung von Strategie- und Wandelprozessen und Integration einer dynamischen Dimension zum besseren Verst\u00e4ndnis von Strategieprozessen betont, wie in der Strategieprozessforschung<br \/>\ngegenw\u00e4rtig verst\u00e4rkt propagiert.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-9\"><p><em>Keywords:\u00a0Strategischer Wandel, R\u00fcckzugsstrategien, Corporate Restructuring, Organisationale Tr\u00e4gheit, Pfadabh\u00e4ngigkeit<\/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\/2016\/07\/JUMS_Rhein.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\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/rueckzug-auf-raten-rhein\/\">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-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>Relative Performance Information and Financial Incentives in Multidimensional Task Settings \u2013 A Conceptual and Experimental Analysis of Effects on Performance and Attention towards Task Dimensions<\/strong><\/h5>\n<p>Nadine Eichhorn, Ludwig Maximilian University of Munich (Master thesis)<br \/>\nJunior Management Science 1(1), 2016, 100-137<\/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-35373-5\"><div class=\"fusion-panel panel-default panel-6aa9fd8c72c4b8760 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_6aa9fd8c72c4b8760\"><a aria-expanded=\"false\" aria-controls=\"6aa9fd8c72c4b8760\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-5\" data-target=\"#6aa9fd8c72c4b8760\" href=\"#6aa9fd8c72c4b8760\"><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=\"6aa9fd8c72c4b8760\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_6aa9fd8c72c4b8760\"><div class=\"panel-body toggle-content fusion-clearfix\">The provision of Relative Performance Information (RPI) is commonly used by firms to increase the performance of their employees. In case employees have to fulfil tasks that involve multiple dimensions, firms have to decide on the dimensionality of RPI and can basically choose between unidimensional and multidimensional Performance Information. I discuss behavioural effects of unidimensional and multidimensional RPI under different compensation schemes and apply a controlled laboratory experiment to empirically test the influence of the dimensionality of RPI on performance and attention towards task dimensions. The study demonstrates that solely the provision of unidimensional RPI improves performance in multidimensional task settings while the effects for multidimensional RPI are small and insignificant. Importantly, both unidimensional and multidimensional RPI imply a negative effect on the performance of participants with a low position in the provided ranking on overall performance. Additionally, the application of performance-based compensation negatively moderates the performance impact of both forms of RPI which though seem to be especially critical for multidimensional RPI. In this regard, multidimensional RPI induces a significant performance decrease compared to unidimensional RPI in the presence of a performance-based contract. The findings provide some indication that a distortion of attention toward the \u2018quantity\u2019 dimension of the applied experimental task may have caused the negative performance effect. Notably, the experimental results do not indicate increased learning effects regarding a task-specific strategy under multidimensional as compared to unidimensional RPI. Overall, no significant differences in attention towards task dimensions between the two forms of RPI can be shown.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-12\"><p><em>Keywords:\u00a0Relative performance information, Incentive schemes, Multidimensional tasks, Social comparison theory, Competition, Feedback<\/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\/2016\/07\/JUMS_Eichhorn.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\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/relative-performance-information-and-financial-incentives-in-multidimensional-task-settings-eichhorn\/\">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-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>Practical Implications of the Ambidexterity Concepts<\/strong><\/h5>\n<p>Nina Gusenleitner, Johannes Kepler University Linz (Diploma thesis)<br \/>\nJunior Management Science 1(1), 2016, 138-187<\/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-35373-6\"><div class=\"fusion-panel panel-default panel-1b27c8b93bc105298 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_1b27c8b93bc105298\"><a aria-expanded=\"false\" aria-controls=\"1b27c8b93bc105298\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-6\" data-target=\"#1b27c8b93bc105298\" href=\"#1b27c8b93bc105298\"><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=\"1b27c8b93bc105298\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_1b27c8b93bc105298\"><div class=\"panel-body toggle-content fusion-clearfix\">Scientific publications treating the topic of ambidexterity have experienced a great increase in number since the last twenty years. However, the implications for managers to achieve ambidexterity in practice remain a largely neglected field of research. This thesis aims at bridging the rigor-relevance gap regarding the concept of ambidexterity by systematically reviewing findings from academic and practitioner literature in order to provide practical implications for managers to reconcile exploration and exploitation and to, thus, achieve ambidexterity in practice.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-15\"><p><em>Keywords:\u00a0Ambidexterity, Practical implications, Exploitation, Rigor-relevance gap<\/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\/2016\/07\/JUMS_Gusenleitner.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\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/practical-implications-of-the-ambidexterity-concepts-gusenleitner\/\">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-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>Inkommensurabilit\u00e4t \u2013 Implikationen f\u00fcr die evolution\u00e4re Organisationstheorie unter begriffstheoretischer und epistemologischer Perspektive<\/strong><\/h5>\n<p>Nicolas W\u00fcthrich, University of Zurich (Bachelor thesis)<br \/>\nJunior Management Science 1(1), 2016, 188-215<\/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-35373-7\"><div class=\"fusion-panel panel-default panel-cb706e35e0a0f81bf fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_cb706e35e0a0f81bf\"><a aria-expanded=\"false\" aria-controls=\"cb706e35e0a0f81bf\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-7\" data-target=\"#cb706e35e0a0f81bf\" href=\"#cb706e35e0a0f81bf\"><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=\"cb706e35e0a0f81bf\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_cb706e35e0a0f81bf\"><div class=\"panel-body toggle-content fusion-clearfix\">\n<p>Innerhalb der Organisationstheorie ist ein Theoriepluralismus zu konstatieren, der sich in einer Vielzahl unterschiedlicher Erkl\u00e4rungsans\u00e4tze und Konzeptualisierungen des Verhaltens betriebswirtschaftlich organisierter Unternehmen \u00e4ussert. Dreh- und Angelpunkt f\u00fcr die Beantwortung der Frage, wie dieser Theoriepluralismus zu bewerten ist, bildet der Begriff der Inkommensurabilit\u00e4t.<br \/>\nDie vorliegende Untersuchung nimmt sich dieser Thematik an. In einem ersten Schritt wird der Begriff der Inkommensurabilit\u00e4t analysiert. Zielpunkt dieser<br \/>\nBegriffskl\u00e4rung ist ein metatheoretischer Bezugsrahmen, der mit einer begriffstheoretischen und einer epistemologischen Bedingung ein Kriterienpaket bereith\u00e4lt, welches die Grundlagen der Inkommensurabilit\u00e4t sicht- und handhabbar macht. Anhand dieses Bezugsrahmens werden in einem zweiten Schritt exemplarisch Implikationen der Inkommensurabilit\u00e4tsthematik f\u00fcr die evolution\u00e4re Organisationstheorie dargelegt. Die Implikationen werden in Form von acht inter- und intratheoretischen Befunden erl\u00e4utert.<\/p>\n<p>Diese Argumentationslinie erm\u00f6glicht abschliessend eine reflektierte\u00a0Einsch\u00e4tzung des Theoriepluralismus und die Exponierung einer neuen\u00a0 Forschungsstrategie f\u00fcr die Grundlagendebatte in der Organisationstheorie.<\/p>\n<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-18\"><p><em>Keywords:\u00a0Theoriepluralismus, Inkommensurabilit\u00e4t, Thomas S. Kuhn, Evolution\u00e4re Organisationstheorie <\/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\/2016\/07\/JUMS_W\u00fcthrich.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\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/inkommensurabilitaet-wuethrich\/\">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-16 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-20\"><p><a name=\"A7\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Effektive Pr\u00e4vention ethisch-moralisch bedingter Unternehmenskrisen \u2013 Eine fallbasierte Untersuchung in Deutschland und den USA<\/strong><\/h5>\n<p>Sonja A.-M. Hammel, Ludwig Maximilian University of Munich (Master thesis)<br \/>\nJunior Management Science 1(1), 2016, 216-274<\/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-35373-8\"><div class=\"fusion-panel panel-default panel-48d6ac44846439756 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_48d6ac44846439756\"><a aria-expanded=\"false\" aria-controls=\"48d6ac44846439756\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-8\" data-target=\"#48d6ac44846439756\" href=\"#48d6ac44846439756\"><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=\"48d6ac44846439756\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_48d6ac44846439756\"><div class=\"panel-body toggle-content fusion-clearfix\">Unternehmen geraten schon lange nicht mehr nur mit positiven Meldungen in die Schlagzeilen der Presse. Unternehmen sind Organisationen, die sich aus Menschen zusammensetzen. Menschen treffen zuweilen ethisch-moralisch bedenkliche Entscheidungen, lassen sich z.B. zu korruptem oder betr\u00fcgerischem Verhalten hinrei\u00dfen. Solch ein Verhalten kann sich, auf die gesamte Organisation bezogen, \u00fcber Prozesse positiver R\u00fcckkopplungseffekte, zu starren Strukturen und festgefahrenen Verhaltensmustern entwickeln. Einmal festgefahrene Strukturen k\u00f6nnen auf Dauer nur noch durch ein Aufr\u00fctteln des ganzen Unternehmens, z.B. in Form einer Unternehmenskrise, aufgebrochen werden. Diese Schilderung spiegelt eine ethisch-moralisch bedingte Unternehmenskrise aus der Perspektive der Theorie Organisationaler Pfadabh\u00e4ngigkeit wider.<\/p>\n<p>Mittels einer fallbasierten Untersuchung selektierter DAX 30- und Dow Jones 30-Krisenf\u00e4lle im Zeitraum von 1988 bis 2014 schafft diese explorative Arbeit ein tieferes Verst\u00e4ndnis ethisch-moralisch bedingter Unternehmenskrisen. Eine integrierte Betrachtung ethisch-moralisch bedingter Unternehmenskrisen und der Theorie Organisationaler Pfadabh\u00e4ngigkeit soll Ansatzpunkte f\u00fcr eine effektive Pr\u00e4vention dieser Krisen liefern. Zu diesem Zweck wird eine vergleichende Analyse besonders f\u00fcr diese Art von Unternehmenskrisen anf\u00e4lliger bzw. unanf\u00e4lliger Unternehmen durchgef\u00fchrt. Dabei werden Ma\u00dfnahmen wie Reputationsmanagement, Corporate Governance oder Compliance-Programme etc. auf ihre Eignung als Krisenpr\u00e4ventionsma\u00dfnahmen untersucht.<\/p>\n<p>Die vorliegende Arbeit liefert wertvolle Erkenntnisse zum Verst\u00e4ndnis ethisch-moralisch bedingter Unternehmenskrisen. Abgeleitet werden dar\u00fcber hinaus qualitative Ans\u00e4tze f\u00fcr ein Pfadbrechen, d.h. das Nutzen einer solchen Unternehmenskrise als Chance, um mit festgefahrenen Strukturen und Verhaltensweisen, also dem Pfad, zu brechen, um k\u00fcnftige ethisch-moralisch bedingte Unternehmenskrisen zu vermeiden.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-21\"><p><em>Keywords:\u00a0Pr\u00e4vention von Unternehmenskrisen, Krisenmanagement, Organisationale Pfadabh\u00e4ngigkeit, Qualitative Untersuchung (USA\/ Deutschland)<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-10 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\/2016\/07\/JUMS_Hammel.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-22\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/effektive-praevention-ethisch-moralisch-bedingter-unternehmenskrisen-hammel\/\">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-17 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-23\"><p><a name=\"A8\"><\/a><\/p>\n<h5 style=\"text-align: left;\"><strong>Potenziale von Batteriespeichersystemen zur Regelenergiebereitstellung<\/strong><\/h5>\n<p>Johannes Weindl, Technical University of Munich (Bachelor thesis)<br \/>\nJunior Management Science 1(1), 2016, 275-300<\/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-35373-9\"><div class=\"fusion-panel panel-default panel-770087e771fd0d852 fusion-toggle-no-divider\"><div class=\"panel-heading\"><h4 class=\"panel-title toggle\" id=\"toggle_770087e771fd0d852\"><a aria-expanded=\"false\" aria-controls=\"770087e771fd0d852\" role=\"button\" data-toggle=\"collapse\" data-parent=\"#accordion-35373-9\" data-target=\"#770087e771fd0d852\" href=\"#770087e771fd0d852\"><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=\"770087e771fd0d852\" class=\"panel-collapse collapse \" aria-labelledby=\"toggle_770087e771fd0d852\"><div class=\"panel-body toggle-content fusion-clearfix\">Die Energiewirtschaft befindet sich zur Zeit in einem Umbruch. Der wachsende Anteil der fluktuierenden Stromproduktion von Erneuerbaren Energien und die zunehmende Verdr\u00e4ngung konventioneller Kraftwerke gef\u00e4hrdet die Stabilit\u00e4t des Stromnetzes. Deshalb m\u00fcssen neue L\u00f6sungen zur Sicherstellung einer verl\u00e4sslichen Energieversorgung gefunden werden. Batteriespeichersysteme k\u00f6nnen ein bedeutender Baustein f\u00fcr den Erfolg dieser Energiewende sein. Vom technischen Standpunkt sind sie besonders dazu geeignet Prim\u00e4rregelleistung bereitzustellen. Folglich wird das entsprechende Gesch\u00e4ftsmodell durch eine Kapitalwertberechnung f\u00fcr ein fiktives Lithium-Ionen und ein Bleis\u00e4ure Batteriespeichersystem, basierend auf Marktdaten und neu eingef\u00fchrten Vorschriften, untersucht. Leider verhindern die gegenw\u00e4rtigen Marktbedingungen in Deutschland einen profitablen Betrieb beider Speichertechnologien, wobei das Bleis\u00e4ure Batteriespeichersystem ein vielversprechenderes Ergebnis liefert.<\/div><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-24\"><p><em>Keywords:\u00a0Batteriespeicher, Energiewende, Prim\u00e4rregelleistung, Regelenergie, Wirtschaftlichkeit<\/em><\/p>\n<\/div><div class=\"fusion-alignright\"><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-11 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\/2016\/07\/JUMS_Weindl.pdf\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Read article<\/span><\/a><\/div><div class=\"fusion-text fusion-text-25\"><div style=\"width: 2px; height: 5px;\"><\/div>\n<p style=\"text-align: right;\"><a href=\"https:\/\/jums.academy\/potenziale-von-batteriespeichersystemen-zur-regelenergiebereitstellung-weindl\/\">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 style=\"width: 30px; height: 160px; \"><div class=\"fusion-clearfix\"><\/div><\/div><\/div>\n<div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-18 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-clearfix\"><\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"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-35373","page","type-page","status-publish","hentry"],"jetpack_shortlink":"https:\/\/wp.me\/P7lBbr-9cx","jetpack-related-posts":[],"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages\/35373","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\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/comments?post=35373"}],"version-history":[{"count":12,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages\/35373\/revisions"}],"predecessor-version":[{"id":49377,"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/pages\/35373\/revisions\/49377"}],"wp:attachment":[{"href":"https:\/\/jums.academy\/en\/wp-json\/wp\/v2\/media?parent=35373"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}