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There have been multiple aircraft accidents in the aviation industry resulting from a lack of error communication. Even though cultural differences have been cited as contributing factors, many accidents have happened due to the hierarchical status of the first and second officers and the reluctance of the latter to speak up during critical situations.
This is why, three decades ago, Crew Resource Management (CRM) was developed in the aviation industry. Its goal was to reduce the hierarchy gradient on the flight deck and achieve open, factual error communication to ensure the safe operation of flights. This meant creating an environment in which lower-ranking crew members would feel comfortable speaking up when observing an error made by their superiors. Today, CRM is a mandatory element of flight crew training in civilian and military flight operations worldwide. Since its introduction, accident rates have declined tremendously.
However, even after three decades, the human factor continues to be the main cause of accidents. When talking to flight crews, we observe that lower-ranking crew members are still hesitant to speak up. We therefore suggest that – on top of training people to speak up more – we should start focusing on the leadership behavior involved. This requires leaders to include subordinates through active inquiry when making decisions in critical situations, thereby creating a flat hierarchy that allows them to speak freely.

Prior research has shown that immigrants to the U.S. make important contributions to innovation and are more likely than natives to become startup founders. These differences may partly reflect labor market conditions and constraints related to visa regulations, as well as individual attributes such as ability or preferences for risk. Although progress has been made in understanding immigrant entrepreneurs, little attention has been paid to another important part of the entrepreneurial workforce–startup employees who “join” founders in their entrepreneurial efforts. In this paper, we draw on unique longitudinal data from over 5,600 foreign and native STEM PhD students at U.S. research universities to examine entrepreneurial characteristics and career preferences prior to graduation, as well as founding and employment outcomes after graduation. First, we find that foreign PhD students differ from native PhD students with respect to individual characteristics typically associated with entrepreneurship such as risk tolerance, a preference for autonomy, and interest in commercialization. Second, foreign PhD students are more likely to express intentions to become a founder or a startup employee prior to graduation. Third, despite their entrepreneurial career interests, foreign PhDs are less likely to become founders or startup employees in their first industry job after graduation. More nuanced analyses reveal that these patterns hold primarily for foreign PhDs from China and India, while foreign PhDs from Western countries are similar to native PhDs with respect to both career interests and employment outcomes. These empirical patterns call for future research on the drivers of entrepreneurial career preferences among different parts of the foreign doctorate workforce, but also on the facilitators or constraints foreign STEM workers face in realizing their entrepreneurial career aspirations.

Research Article

Offense in cyber is a field shrouded with myths and misunderstandings. Yet getting a better grasp of this world is crucial to identifying functional policies and better technologies.

This chapter first shows that the phenomenon of luxury is also subject to a life cycle. In advanced economies, luxury has reached the seniority phase, where less is more often and in time, space, and leisure, as well as the ability to experience, decode, and enjoy the essential. This chapter also includes a detailed description of the size and functioning of different luxury markets. Tourism and the cars/yachts segment are by far the largest luxury market segments, with sales of around €400 billion each. In the future, however, the weights will shift towards tourism. Travel dominates the wish list of luxury.

The term "luxury" must increasingly be grasped intellectually. The chapter stresses the outstanding importance of status in society, which goes hand in hand with the consumption and possession of luxury. In addition it highlights the personal and cultural dimension of the phenomenon and shows ways how luxury might evolve further.

Hannes Gurzki and David Woisetschläger speak in their contribution of luxury as the extraordinary—as opposed to the ordinary—and investigate the question of the motives and modes of conduct of human beings, from aesthetics to self-realization. In a further article, they explain the motives and factors that trigger a consumer choice for luxury goods. This involves the creation of a need for the unattainable, the way to fulfilling it and the further development of the need for ever new experiences.