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Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for transport and logistics at the time of the case (late 2013). The case “Deutsche Bahn AG: a former monopoly off track?” focuses on the opportunities and challenges faced by Deutsche Bahn with regard to its position in the German individual transportation market. On the one hand, Deutsche Bahn is facing external problems. Increasing competition in short- and long-distance traffic threatens its strong business position. The competition emerged from a growing long-distance bus market and the increase in private railway companies. During the last few years before 2013, Deutsche Bahn has lost several public tenders for individual passenger travel in Germany. On the other hand, Deutsche Bahn has internal problems that endanger its image as a service company. A lack of service quality and the technical condition of its trains has led to rising numbers of customer complaints. In addition, staffing and punctuality problems have exacerbated the situation. One of the main technical issues the company faces is that ordered trains have not been delivered on time. Given the focus on Deutsche Bahn’s domestic challenges, its international business activities are tackled only briefly. While regulatory and political events have an impact on Deutsche Bahn, these are not the main subjects of the case.

This case has been written from public sources. Consequently, no company release is provided. None of the information has been disguised in any way.

The case is intended for use in a 90-minute strategic management class attended by students at the end of their undergraduate studies or in postgraduate study. Although the case relates to issues in strategic management, the special regulatory environment and some of the issues covered could make the case a useful complement in other classes as well, such as classes in supply chain management (procurement) or the management of public companies. Therefore, students should have basic knowledge in developing strategies, management, marketing, human resource management, and finance.

Strategic Analysis and Strategic Management, Railroad Logistics, Deregulation of a former Monopoly, Stakeholder Theory.

Academic approaches to the challenge of enhancing sustainability in research in university contexts illustrate that universities are affected by the very same values and socio-ecological issues they set out to address, making transformation difficult at every level. A theoretical and practical framework designed to facilitate cultural transformation is therefore necessary for conceptualising the problem and delineating possible strategies to enhance sustainability in research. Organisational change is also required, possibly on a university-by-university basis, where cross-institutional learning may be possible with personal behaviours that enhance collaboration across disciplinary and administrative divides.

This paper contends that action research, in particular, community action research (CAR), offers the best approach to this task because it focusses on learning and change, and these are both essential to cultural transformation. A case study from a university in Western Australia is used to demonstrate this approach.

The case study analysis shows some evidence for the presence of knowledge for organisational transformation, and that future monitoring cycles will be needed to detect the extent of the change.

The paper introduces CAR as an approach to advance the change for sustainability in higher education and discusses some of the implications for universities who are looking to incorporate sustainability as a major part of their culture.

The purpose of this paper is to explore the actual walking distance to public transport (PuT) stations and to report passenger perceptions on route choice.

A systematic case study has been conducted after administrating a tailor-made paper-based intercept survey in a German city (Munich). It can determine the interrelation between the accessibility of the transit service and evaluation on walking distance acceptance. Statistical analysis and geo-spatial approach were completed for obtaining major findings.

Statistical and geo-spatial analysis shows that respondents living in low-density areas walk longer than residents living in nearby inner city areas. In terms of PuT modes, residents walk longer for suburban train and subway/metro (U-Bahn) than for bus/tram services. Transit users accept a longer walking distance to reach a train station than other PuT modes and they choose the most direct and quickest route to reach PuT stations.

Findings of this study would help to formulate future strategies and standards for the sustainable planning of public transportation systems in the context of Munich and many other cities around the globe with similar conditions. However, future research should be conducted using a large-scale survey for evaluating the comprehensive picture of walking patterns to PuT stations. Accessibility to PuT stations can also be modeled and evaluated by adopting open data and voluntary social media information. Unfortunately, this study only presents a partial evaluation of walking focused on accessibility at selected PuT stations in different settings of the urban fabric.

This empirical study can be considered as an initial finding in the favor of the city transport authority to provide a design scale for improved accessibility of transit users; however, further investigation should be conducted using a large-scale survey for evaluating the comprehensive walking patterns.

A systematic case study has been conducted after administrating a tailor-made paper-based intercept survey in a German city (Munich). Findings of this study would help to formulate future strategies and standard for the sustainable planning of the public transportation system in the context of Munich and many other cities in the globe with similar conditions.

Nel definire e delimitare il turismo si propende verso due teorie: l'una lo vuol classificare quale fenomeno sociale, ossia sotto il profilo dei moventi che lo determinano; l'altra lo preferisce inquadrare sotto l'aspetto economico, ossia considerandolo dal punto di vista degli effetti cui esso dà luogo nel dar vita all'organizzazione ricettiva e nell'alimentare l'attività di quelle industrie e di quei servizi che la costituiscono.

“Consumerism”, for want of a better description, is given to the mass of statutory control (which shows no sign of declining) of standards, trading justice to the consumer, means of redress to those who have been misled and defrauded, advice to those in doubt; and to the widespread movement, mostly in the Western world, to achieve these ends.

Outlines Australia’s adoption of the direct method of cash flow reporting and presents a survey of 83 loan officers and 76 financial analysts to assess its decision relevance compared with traditional financial statements for commercial loan and investment decisions. Finds both groups (but especially financial analysts) rate cash flow statements more highly across all decisions except performance evaluation; but notes some differences in their relative ratings of the profit and loss account and the balance sheet. Contrasts the findings with other research and recognizes the limitations of the study but suggests that it may provide support for enforcing the direct method of cash flow reporting in other countries, e.g. the USA.

Borden's Elsie leads the herd of logos that actually enhance the image of their brands. Elsie's presence boosts her company's image a whopping 15%. IBM and Mercedes Benz icons enhance the images of their brands 9% and 8% respectively. So says the LogoValue survey conducted by the Schechter Group in New York. Many logos, in fact, actually downgrade a company's image to varying degrees. What people don't realize, notes Alvin H. Schechter, chairman and CEO of the eponymous company, “High recognition of an icon is no guarantee that the logo is making a positive image contribution.”

AIEST Les préparatifs du 30e Congrès AIEST du 14 au 20 septembre 1980 à l'Hôtel Son Vida, Palma de Mallorca, sont de façon que le programme définitif a pu être envoyé aux membres début juin, après un rappel de faire parvenir des contributions écrites touchant le sujet principal «Limites du développement touristique» pour être publié dans la publication du Congrès. Celle‐ci sera envoyée aux membres avant le Congrès.

The current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.

The authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.

The case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.

This study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.

The findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.