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Diplomverteidigung Kruse

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Universitäten im Wettbewerb? Zu den Einsatzpotenzialen der Competitive Intelligence am Beispiel einer Fakultät

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Diplomverteidigung Kruse

  1. 1. Universitäten im Wettbewerb? Zu den Einsatzpotenzialen der Competitive Intelligence am Beispiel einer Fakultät Paul Kruse, Paul.Kruse@luggs.de
  2. 2. Einstieg <ul><li>Universitäten </li></ul><ul><li>im Wettbewerb </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie „ Möglichst überdurchschnittliche beziehungsweise exzellente Leistungen gelten inzwischen als der entscheidende Faktor für die Sicherung des mittelfristigen Organisationserfolgs von Universitäten.“ (Nickel, 2008, S. 16) „ [Es] ist im Osten [Deutschlands] bis 2014 mit einem deutlichen Rückgang der Studienberechtigtenzahlen zu rechnen, bis auf etwa 50 Prozent des Jahres 2005.“ (Deissner, 2008) Studienberechtigte mit Studienbeginn im Jahr des Erwerbs der Hochschulzugangsberechtigung (vgl. destatis.de, 2008) Exzellenz-Wettbewerb der Bundesregierung Einführung von Studiengebühren
  3. 3. <ul><li>Einstieg und Motivation </li></ul><ul><li>Eingrenzung und Forschungsfragen </li></ul><ul><li>Stakeholdermanagement an einer Fakultät </li></ul><ul><li>Competitive Intelligence an einer Fakultät </li></ul><ul><li>Erkenntnisse </li></ul><ul><li>Ausblick </li></ul>
  4. 4. Eingrenzung TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  5. 5. Forschungsfragen <ul><li>„ Ziel der […] Forschungsarbeit ist es, der betrachteten Fakultät eine Methodensammlung an die Hand zu geben, durch deren Anwendung sich wirtschaftliche und Vorteile im Hinblick auf die Effektivität der Entscheidungsentwicklung an einer Fakultät erzielen lassen.“ </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  6. 6. <ul><li>Einstieg und Motivation </li></ul><ul><li>Eingrenzung und Forschungsfragen </li></ul><ul><li>Stakeholdermanagement an einer Fakultät </li></ul><ul><li>Competitive Intelligence an einer Fakultät </li></ul><ul><li>Erkenntnisse </li></ul><ul><li>Ausblick </li></ul>
  7. 7. Stakeholder einer Fakultät <ul><li>Stakeholder der Fakultät Wirtschaftswissenschaften der TUD </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  8. 8. Stakeholder einer Fakultät <ul><li>Stakeholder nach klassischen Unternehmensstakeholdern </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  9. 9. Stakeholder einer Fakultät <ul><li>Stakeholder nach klassischen Unternehmensstakeholdern </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  10. 10. Clustering mit Stakeholder Analysis <ul><li>„ Es bleibt […] zu konstatieren, dass die Stakeholder, auf die sich die anschließende Betrachtung konzentriert, die Gruppe der Studierenden , Doktoranten und Professoren umfasst.“ </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  11. 11. Clustering nach Leistungen bzw. Produkten TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  12. 12. <ul><li>Einstieg und Motivation </li></ul><ul><li>Eingrenzung und Forschungsfragen </li></ul><ul><li>Stakeholdermanagement an einer Fakultät </li></ul><ul><li>Competitive Intelligence an einer Fakultät </li></ul><ul><li>Erkenntnisse </li></ul><ul><li>Ausblick </li></ul>
  13. 13. Competitive Intelligence TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie Intelligence: „Intelligence stammt […] aus dem militärischen Sprachschatz“ und beschreibt dort die Früh- oder Feindaufklärung. Competitive Intelligence: ”process of monitoring the competitive environment and analyzing the findings in the context of internal issues, for the purpose of decision support.” (vgl. Romppel, 2006, S. 45; Deltl, 2004)
  14. 14. Anforderungen an die Methoden der Competitive Intelligence TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: eigene Darstellung)
  15. 15. Mehrwert der Methoden der Competitive Intelligence <ul><li>CI selbst hat keinen eigenen Wert hat </li></ul><ul><li>Daher: Bestimmung über die durch die Anwendung der CI gefällten Entscheidungen und vollzogenen Handlungen </li></ul><ul><li>DAVISSON: CIM-Modell </li></ul><ul><li>HERRING: vier Größen: Zeit- und Kosteneinsparung , Kostenvermeidung und Ertragssteigerungen </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  16. 16. Mehrwert ausgewählter Methoden TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: Michaeli, 2006, S. 237)
  17. 17. Methodenkatalog TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie Nachgefragte Leistung (Quelle: eigene Darstellung)
  18. 18. EINBETTUNG DER CI IN ORGANISATIONSSTRUKTUR TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie (Quelle: Michaeli, 2006, S. 6)
  19. 19. <ul><li>Einstieg und Motivation </li></ul><ul><li>Eingrenzung und Forschungsfragen </li></ul><ul><li>Stakeholdermanagement an einer Fakultät </li></ul><ul><li>Competitive Intelligence an einer Fakultät </li></ul><ul><li>Erkenntnisse </li></ul><ul><li>Ausblick </li></ul>
  20. 20. Erkenntnisse TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  21. 21. Erkenntnisse TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  22. 22. Erkenntnisse TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  23. 23. <ul><li>Einstieg und Motivation </li></ul><ul><li>Eingrenzung und Forschungsfragen </li></ul><ul><li>Stakeholdermanagement an einer Fakultät </li></ul><ul><li>Competitive Intelligence an einer Fakultät </li></ul><ul><li>Erkenntnisse </li></ul><ul><li>Ausblick </li></ul>
  24. 24. Probleme <ul><li>Einschränkung der Betrachtungen </li></ul><ul><li>Fehlende Etablierung an deutschen Hochschulen </li></ul><ul><li>Subjektivität </li></ul><ul><li>… </li></ul>TU Dresden, 18.08.09 Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  25. 25. Ausblick TU Dresden, 18.08.09 Paul Kruse – Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie Weiterer Forschungsbedarf:
  26. 26. <ul><li>Vielen Dank für Ihre Aufmerksamkeit! </li></ul>TU Dresden, 18.08.09 Paul Kruse – Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  27. 27. <ul><li>Einstieg und Motivation </li></ul><ul><li>Eingrenzung und Forschungsfragen </li></ul><ul><li>Stakeholdermanagement an einer Fakultät </li></ul><ul><li>Competitive Intelligence an einer Fakultät </li></ul><ul><li>Erkenntnisse </li></ul><ul><li>Ausblick </li></ul><ul><li>Quellen </li></ul>
  28. 28. Quellen <ul><li>MICHAELI, R. (2006). Competitive Intelligence: Strategische Wettbewerbsvorteile erzielen durch systematische Konkurrenz-, Markt- und Technologieanalysen. Heidelberg: Springer. </li></ul><ul><li>FLEISHER, C. S. & BENSOUSSAN, B. E. (2007). Business and Competitive Analysis: Effective Application of New and Classic Methods. New Jersey: FT Press </li></ul><ul><li>PASTOWSKI, S. (2003). Der Markt für Hochschulleistungen – Implikationen für das Qualitätsmanagement aus Sicht des Stakeholder-Ansatzes. In S. Fließ (Hrsg.), Messung der Dienstleistungsqualität in komplexen Marktstrukturen (S. 139-166). Wiesbaden: Gabler Verlag. </li></ul><ul><li>ROMPPEL, A. (2006). Competitive Intelligence: Konkurrenzanalyse als Navigationssystem im Wettbewerb. Berlin: Cornelsen Verlag. </li></ul>TU Dresden, 18.08.09 Paul Kruse – Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  29. 29. Forschungsdesign TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät
  30. 30. Thematische Einordnung TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät
  31. 31. Backup-Quellen <ul><li>MICHAELI, R. (2006). Competitive Intelligence: Strategische Wettbewerbsvorteile erzielen durch systematische Konkurrenz-, Markt- und Technologieanalysen. Heidelberg: Springer. </li></ul><ul><li>Als eines der deutschsprachigen Standardwerke zum Thema Competitive Intelligence ist dieses Werk besonders bei der Definition des Begriffes CI hilfreich sowie zur Bestimmung ihrer Aufgaben und der Ermittlung möglicher CI-Methoden. Zusätzlich lieferte die Lektüre dieses Buchs wichtige Ansätze für die Bestimmung des Mehrwertes der CI. </li></ul><ul><li>FLEISHER, C. S. & BENSOUSSAN, B. E. (2007). Business and Competitive Analysis: Effective Application of New and Classic Methods. New Jersey: FT Press </li></ul><ul><li>Dieses sehr ausführliche, methodenfokussierte Buch bildet die Grundlage für die Anpassung der Mehrwertbetrachtungen der einzelnen Methoden der CI und ermöglicht zusätzlich die Abgrenzung der Thematik zu anderen Disziplinen. </li></ul>TU Dresden, 18.08.09 Paul Kruse – Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  32. 32. Backup-Quellen <ul><li>PASTOWSKI, S. (2003). Der Markt für Hochschulleistungen – Implikationen für das Qualitätsmanagement aus Sicht des Stakeholder-Ansatzes. In S. Fließ (Hrsg.), Messung der Dienstleistungsqualität in komplexen Marktstrukturen (S. 139-166). Wiesbaden: Gabler Verlag. </li></ul><ul><li>Dieser Buchabschnitt enthält erste Forschungsergebnisse zur Stakeholderlandschaft an Hochschulen und ist somit das Einstiegswerk für die Erfassung der Stakeholder an der betrachteten Fakultät. Zusätzlich konnten ihm wichtige Statistiken, die die Entwicklungen an Hochschulen beschreiben, entnommen werden. </li></ul><ul><li>ROMPPEL, A. (2006). Competitive Intelligence: Konkurrenzanalyse als Navigationssystem im Wettbewerb. Berlin: Cornelsen Verlag. </li></ul><ul><li>Wiederum als eines der deutschsprachigen Standardwerke zum Thema CI, enthält auch dieses Buch wichtige Hinweise zur CI-Definition und ist zusätzlich Quelle der in dieser Arbeit durchgeführten Stakeholder Analysis sowie weiterer Analysemethoden, deren Einsatzpotenzial auf die Fakultät untersucht wurde. </li></ul>TU Dresden, 18.08.09 Paul Kruse – Einsatzpotenziale der Competitive Intelligence an einer Fakultät Folie
  33. 33. Studienberechtigtenquote nach Geschlecht TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät (vgl. Statistisches Bundesamt, 2008, S. 7)
  34. 34. Hochschulen nach Hochschularten TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät (vgl. Statistisches Bundesamt, 2008a, S. 141; Pastowski, 2004, S. 84)
  35. 35. Systemorientierte Betrachtung einiger Hochschulleistungen TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät ( vgl. Pastowski, 2004, S. 123; Pastowski, 2003, S. 148 )
  36. 36. Influence-Impact Matrix TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät ( vgl. Golder & Gawler, 2005 )
  37. 37. Influence-Impact Matrix TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät ( vgl. Kerns, 2008)
  38. 38. Influence-Impact Matrix TU Dresden, 18.08.09 Folie Paul Kruse - Einsatzpotenziale der Competitive Intelligence an einer Fakultät ( vgl. Kerns, 2008 )

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