Wir unterscheiden folgende vier zentrale „V“-Erfolgsvoraussetzungen des integrierten Board Managements. (1) Vorbild: Strategisch gezielt vielfältig zusammengesetztes Board-Team (2) Vertrauen: Konstruktiv-offene Board-Kultur (3) Vernetzung: Wirkungsvolle Board-Struktur (4) Vision: Anspruchsgruppenorientierte Board-Erfolgsmaßstäbe

This article investigates the relationship between HRM practices and organisational performance, considering the fulfilment of the psychological contract as an intermediate variable. Apart from testing the influences of a high-investment HRM system index on the psychological contract, the influence of individual HRM practices and their interaction was examined. The sample consisted of HR managers of 92 firms in Switzerland and the data were collected for the Cranfield Network project. The results showed that the high-investment HRM system index predicted the fulfilment of the psychological contract, and some of the individual HRM practices were correlated with the fulfilment of the psychological contract. The interaction effect of performance appraisal and performance-based pay on the fulfilment of the psychological contract showed that performance appraisal is only effective in combination with a tangible consequence in the form of performance-based pay. We neither found a mediation effect for the psychological contract nor an association with organisational performance. This might be due to the fact that the questionnaire was filled in during the financial crisis in 2008 and that the organisational performance was assessed in an economic crisis. Our study sheds light on the relationship between HRM practices and the psychological contract and contributes to the body of research on psychological contracts from a macro level perspective.

In diesem Beitrag wird der Entwicklungsstand des Corporate Governance aufgrund von "harten" und "weichen" Erfolgsfaktoren aufgrund einer internationalen Vergleichsstudie ermittelt.

Es können vier Entwicklungsstufen der Corporate Governance (zu deutsch Unternehmensführung und -erfolgskontrolle) unterschieden werden (vgl. Abb. 1).

Objective, systematic and useful Supervisory Board performance reviews, both individually and collectively, are becoming more and more recommended by national corporate governance guidelines (as well as new EU recommendations). In this paper, the author portrays two evaluation tools which he has actually developed and implemented with success in Supervisory Boards.

This paper presents a new, holistic approach to corporate governance, adding simultaneous value to shareholders, customers, employees and society. This new approach to directing and controlling companies integrates components of corporate governance that have historically been treated in isolation of each other in research, teaching and practice.

Close inspection reveals subtle differences in managerial style and culture within Austria, Germany and Switzerland. Foreign management development (MD) practitioners are more likely to be impressed by the management and cultural similarities within the German‐speaking nations, especially when contrasted with the North American model. While many of the MD techniques used in the German‐speaking areas will be familiar to North American practitioners, not all foreign MD techniques are directly applicable to management in the German‐speaking region. Nonetheless, these countries face familiar challenges in developing managers into the twenty‐first century. These countries need managers who can cope with rapid change, manage innovation and new technologies, develop their human resource and management skills, face globalisation, deal with information technology, as well as manage teams and external workforces. Many of these areas offer opportunities for foreign MD practitioners. Promoting intercultural development could be a strong argument for exposing German‐nation managers to foreign MDPs