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Artículos de revistas sobre el tema "Lufthansa"

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Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 31 de mayo de 2022

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1

Klepacki, Bogdan y Paulina Mindewicz. "The volatility of price offers of passenger airlines on the example of the Warsaw – Brussels route". Ekonomika i Organizacja Logistyki 5, n.º 3 (21 de diciembre de 2020): 93–104. http://dx.doi.org/10.22630/eiol.2020.5.3.24.

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W opracowaniu autorzy podjęli problematykę oferty cenowej czterech przewoźników lotniczych na trasie Warszawa – Bruksela. Było to dwóch przewoźników tradycyjnych (PLL LOT i Lufthansa) oraz dwóch niskokosztowych (Ryanair i Wizz Air). W analizie uwzględniono zmiany cen biletu na lot konkretnego dnia w półrocznym okresie. Stwierdzono zróżnicowaną politykę cenową. Przewoźnicy niskokosztowi oraz Lufthansa zmieniali cenę często, ale w niewielkim zakresie. Z kolei koszt biletu w polskich liniach stopniowo rósł, najszybciej w ostatnim miesiącu przed lotem. W minimalizacji ceny biletu w PLL LOT należało dokonać rezerwacji minimum trzy miesiące przed lotem. Najniższa cena biletu Lufthansy oraz Ryanair wystąpiła na miesiąc przed wyjazdem. Z kolei w Wizz Air cena ostateczna była niższa od zaoferowanej na początku badania.

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2

Drijber, Berend Jan y George Dictus. "Lufthansa". Markt en Mededinging 17, n.º 1 (febrero de 2014): 28–31. http://dx.doi.org/10.5553/menm/138762362014017001005.

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3

Strom, Martin. "European Union Competition Law Developments in the Aviation Sector: July to December 2016". Air and Space Law 42, Issue 2 (1 de abril de 2017): 215–40. http://dx.doi.org/10.54648/aila2017015.

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The second half of 2016 has seen a myriad of competition law developments relevant to the aviation sector. This article summarizes the main competition law developments over the past six months and provides the reader with greater detail of each of these developments. The European Commission (hereinafter ‘Commission’) began a second consultation on its proposed reform of the 2014 State aid General Block Exemption Regulation. In particular, the proposed reforms would expand the current exemptions and compensation schemes in relation to, for example, small airports. Another major development is the legal challenge brought by Deutsche Lufthansa (hereinafter ‘Lufthansa’) against the Commission’s refusal to grant a partial waiver of the conditions the Commission imposed as part of its approval of Lufthansa’s takeover of Swiss International Airlines in 2005. The unprecedented appeal would, if successful, lift various requirements currently applying to the fares charged by Lufthansa on certain routes. In addition, the Brexit Competition Law Working Group (BCLWG) has published notes of two roundtable discussions on the antitrust and merger issues resulting from the United Kingdom’s (UK) referendum result to leave (‘Brexit’) the European Union (EU). In particular, the BCLWG discussed the implications of Brexit on the ‘one stop shop’ principle, on pan-European investigations and on the possibility of introducing public interest considerations in merger assessments. The UK’s withdrawal from the EU has the potential to effect a seismic change in the general competitive landscape of the UK and more generally across the EU aviation industry.

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4

Неправська, Наталія. "Lufthansa залишається в Україні". Український туризм, n.º 5, вересень - жовтень (2014): 30–31.

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5

Heising, Ulrich. "Wertorientiertes Investitionscontrolling bei Lufthansa". Controlling und Management 46, S2 (septiembre de 2002): 31–37. http://dx.doi.org/10.1007/bf03255710.

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6

Steinke, Karl-Heinz, Ralf Wischmann, Peter Schentler y Matthias Handrich. "Beschaffungscontrolling bei der Deutschen Lufthansa". Controlling 23, n.º 11 (2011): 564–71. http://dx.doi.org/10.15358/0935-0381-2011-11-564.

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7

red. "BG Kliniken kooperieren mit Lufthansa". Orthopädie und Unfallchirurgie 7, n.º 2 (abril de 2017): 7. http://dx.doi.org/10.1007/s41785-017-0058-z.

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8

Sobek, Werner, Hans Georg Reinke y Tobias Berger. "Die neuen Verwaltungsgebäude der Deutschen Lufthansa AG in Frankfurt am Main (Lufthansa Aviation Center)". Beton- und Stahlbetonbau 100, n.º 1 (30 de diciembre de 2004): 75–78. http://dx.doi.org/10.1002/best.200590015.

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9

Kuran, Muhammed Furkan y Andrej Novak. "Brief Economic Analysis and Comparison of Turkish Airlines, Lufthansa Group, Air France – KLM". AUTOBUSY – Technika, Eksploatacja, Systemy Transportowe 19, n.º 6 (30 de junio de 2018): 888–93. http://dx.doi.org/10.24136/atest.2018.196.

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The paper described brief economic analysis and comparison of Turkish Airlines, Lufthansa Group and Air France – KLM. Throughout the economic and commercial development and with disappearance of boundaries between countries is rapidly changing air transport. The transportation and logistics investments and competition between companies and states rapidly increased. Thus, transportation modes developed and changed rapidly as a natural response to development itself. In the paper, we will practice the comparison of two major companies of European Air Freight: Turkish Airlines and Lufthansa.

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10

DUTTA, SURYA K., MUNMUN DAS GUPTA y V. S. PRASAD. "Impact of AMDAR observations from Lufthansa aircraft on Global Analysis - Forecast System". MAUSAM 61, n.º 2 (27 de noviembre de 2021): 213–20. http://dx.doi.org/10.54302/mausam.v61i2.816.

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AMDAR observations from Lufthansa and Lufthansa cargo aircrafts in BUFR format (with header IUADOI EGGR and IUAHOI EGRR) were made available to India Meteorological Department (IMD) and in turn to National Centre for Medium Range Weather Forecasting (NCMRWF) under special arrangement for a period of two weeks w.e.f. 14th May 2008. These data have been assimilated at NCMRWF (National Centre for Medium Range Weather Forecasting) model for the period 14th - 31st May, 2008 to assess its impact on NWP. Use of these observations gave some positive impact on NWP systems.

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11

Norman, Donald A. "Trapped in a Lufthansa airline seat". Interactions 13, n.º 2 (marzo de 2006): 41. http://dx.doi.org/10.1145/1116715.1116745.

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12

Beißel, Jörg, Karl-Heinz Steinke y Michael Wirth. "Investitions- und Projektcontrolling im Lufthansa Konzern". Controlling und Management 48, S1 (marzo de 2004): 58–64. http://dx.doi.org/10.1007/bf03255756.

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13

Müller, Monika. "Application Lifecycle Management bei Lufthansa Systems". HMD Praxis der Wirtschaftsinformatik 48, n.º 2 (abril de 2011): 41–47. http://dx.doi.org/10.1007/bf03340566.

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14

Meier, Swetlana. "Lufthansa Aviation Training fliegt Kliniken an". Orthopädie und Unfallchirurgie 7, n.º 6 (diciembre de 2017): 46–47. http://dx.doi.org/10.1007/s41785-017-0314-2.

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15

Удовиченко, Александр Иванович y Артем Владимирович Куцов. "СРАВНИТЕЛЬНЫЙ АНАЛИЗ ОСНОВНЫХ ИГРОКОВ РЫНКА АВИАЦИОННЫХ УСЛУГ В ЕВРОПЕЙСКОМ РЕГИОНЕ". Современная экономика: проблемы и решения 5 (20 de junio de 2020): 56–70. http://dx.doi.org/10.17308/meps.2020.5/2362.

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Цель: провести анализ экономических стратегий, используемых низкобюджетными региональными авиационными перевозчиками в структуре ведущих европейских игроков – «Air France – KLM» и «Lufthansa Aviation Group»; выделить закономерности (сходства) внутри них, а также преимущественные особенности, влияющие на рост экономического потенциала игроков рынка. Обсуждение: исследуемые «Air France – KLM» и «Lufthansa Aviation Group» включают в себя как компании премиального сегмента, так и низкобюджетных перевозчиков. Устойчивый спрос последних лет демонстрирует значительный интерес европейского потребителя к сегменту лоукостеров при коротких (региональных) перемещениях. На этом фоне борьба за рынок вынуждает европейские холдинги пересматривать стратегии управления бизнесом в части, касающейся диверсификации предоставляемых услуг. Прежде всего, речь идет о смещении вектора в сторону оптимизации маршрутной сети и предоставления программ лояльности. При номинальной схожести подходов имеется ряд особенностей, требующих дополнительного рассмотрения. Информационной базой исследования послужили SWOT-данные «Air France – KLM» и «Lufthansa Aviation Group», содержащие анализ деятельности субъектов внутри холдинга и используемые ими механизмы; дорожные карты и стратегии развития отмеченных предприятий на среднесрочную перспективу. Результаты: интеграция игроков рынка авиационных услуг путем создания альянсов с дальнейшим поглощением его участников позволяет достичь максимального экономического эффекта для компаний. При этом ключевым моментом обозначенного процесса остается ориентированность на конечного потребителя, вынуждающая последних искать иные, порой нестандартные, решения развития бизнес-сети.

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16

Imbusch, Peter y Joris Steg. "Die Komplexität von Tarifauseinandersetzungen – eine Konflikttypologie auf Basis der Tarifkonflikte bei der Lufthansa". Industrielle Beziehungen. Zeitschrift für Arbeit, Organisation und Management 28, n.º 1-2021 (2 de septiembre de 2021): 53–75. http://dx.doi.org/10.3224/indbez.v28i1.03.

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Der Artikel untersucht die Tarifkonflikte bei der Lufthansa Group, die in den Jahren 2000–2019 zwischen dem Unternehmen und den Gewerkschaften VC (Cockpit), UFO (Kabine) und ver.di (Boden) stattfanden. Auf der Grundlage eines konflikttheoretischen Rahmens werden zunächst die beteiligten Akteure und ihre Interessen vorgestellt, bevor die vielgestaltige Konfliktgeschichte zwischen der Lufthansa und ihren Gewerkschaften selbst dargelegt wird. Anschließend systematisieren wir die unterschiedlichen Konflikte nach ihren Ursachen und Hintergründen, um sie – geordnet nach Eskalationsstufen – in eine Konflikttypologie zu überführen. Dabei hat sich gezeigt, dass sich hinter vermeintlichen Tarifauseinandersetzungen häufig tiefergehende Konflikte mit hohem Eskalationspotenzial verbergen. Der Beitrag zeigt die grundsätzliche Unabschließbarkeit und fortdauernde Aktualität sozialer Konflikte zwischen Unternehmen und Gewerkschaften auf und betont die Relevanz eines konstruktiven Konfliktmanagements.

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17

Claassen, Debbie, Christian Hofmann y Nina Kühne. "Kostentreiberplanung am Beispiel der Deutschen Lufthansa AG". WiSt - Wirtschaftswissenschaftliches Studium 44, n.º 2 (2015): 107–14. http://dx.doi.org/10.15358/0340-1650-2015-2-107.

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18

Claassen, Debbie, Christian Hofmann y Nina Kühne. "Kostentreiberanalyse am Beispiel der Deutschen Lufthansa AG". WiSt - Wirtschaftswissenschaftliches Studium 44, n.º 1 (2015): 53–58. http://dx.doi.org/10.15358/0340-1650_2015_1_53.

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19

Claassen, Debbie, Christian Hofmann y Nina Kühne. "Kostentreiberplanung am Beispiel der Deutschen Lufthansa AG". WiSt - Wirtschaftswissenschaftliches Studium 44, n.º 2 (2015): 107–14. http://dx.doi.org/10.15358/0340-1650_2015_2_107.

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20

Beißel, Jörg y Karl-Heinz Steinke. "Integriertes Reporting unter IFRS bei der Lufthansa". Controlling & Management 48, S8 (julio de 2004): 63–71. http://dx.doi.org/10.1365/s12176-004-0434-y.

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21

Holin, Elke. "Projekt „Neue Unternehmenssteuerung“ bei Lufthansa CityLine GmbH". Controlling & Management 52, S3 (noviembre de 2008): 60–65. http://dx.doi.org/10.1365/s12176-012-0218-8.

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22

Haase, Knut y Jörg Latteier. "Deckungsbeitragsorientierte Lehrgangsplanung bei der Lufthansa Technical Training GmbH Profit margin oriented course scheduling at Lufthansa Technical Training Ltd." OR Spectrum 20, n.º 2 (1 de abril de 1998): 135–42. http://dx.doi.org/10.1007/s002910050061.

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23

Havlovic, Stephen. "TRANSNATIONAL REPRESENTATION BY EUROPEAN WORKS COUNCILS IN THE PASSENGER AIRLINE INDUSTRY". Journal of Air Transport Studies 11, n.º 1 (1 de enero de 2020): 1–10. http://dx.doi.org/10.38008/jats.v11i1.151.

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Mergers and acquisitions have reduced the number of European Works Councils (EWCs) in the airline industry over the past two decades. In addition, start-up low-cost airlines have been reluctant to form EWCs. Only 5 of the 11 eligible transnational passenger airlines have established EWCs. This limited number of airline EWCs reduces airline employees' opportunity to be involved in strategic decision making in areas such as tourism. All of the available EWC agreements provide the opportunity for management and employee member consultation, the offering of opinions, and providing information related to European transnational operations. The Lufthansa Group and the International Airlines Group EWC agreements contain more subject areas for discussion than the Air France-KLM agreement. Only the Lufthansa Group EWC agreement includes the topic of environmental protection.

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24

Heeser, Alexandra. "Krankenhaus-Catering: Haute Cuisine im Krankenhaus". kma - Klinik Management aktuell 25, n.º 07/08 (julio de 2020): 28–32. http://dx.doi.org/10.1055/s-0040-1714886.

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Lufthansa und die Deutsche Bahn haben es vorgemacht: Spitzenköche polieren das Image des Flugzeugessens und Speisewagens auf. Jetzt ziehen Krankenhäuser nach. Neben einer exzellenten medizinischen Versorgung hält jetzt auch Speisenqualität auf Sterneniveau vielerorts Einzug.

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25

Zehnder, Adalbert. "Das A-la-carte-Feeling". kma - Klinik Management aktuell 17, n.º 02 (febrero de 2012): 66–69. http://dx.doi.org/10.1055/s-0036-1576353.

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Als erstes deutsches Krankenhaus bezieht die Schön Klinik Hamburg ihr Essen von der Lufthansa. Airline-Catering und Patientenservice sind in einer bisher einmaligen Systemlösung verbunden: Schwestern sind nicht länger Ersatzkellnerinnen – und der Patient kann sich Mahlzeiten spontan aussuchen.

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26

Haase, Knut, Jörg Latteier y Andreas Schirmer. "The course scheduling problem at Lufthansa Technical Training". European Journal of Operational Research 110, n.º 3 (noviembre de 1998): 441–56. http://dx.doi.org/10.1016/s0377-2217(98)00121-0.

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27

de Bandt, P. "Lufthansa: a new era for State aid enforcement?" Journal of European Competition Law & Practice 5, n.º 4 (16 de marzo de 2014): 206–7. http://dx.doi.org/10.1093/jeclap/lpu017.

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28

Kley, Karl-Ludwig. "Verrechnungspreise und Wertmanagement im Aviation-Konzern Deutsche Lufthansa". Controlling und Management 45, n.º 5 (septiembre de 2001): 267–74. http://dx.doi.org/10.1007/bf03254038.

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29

Furck, Klaus. "Shared Services am Beispiel der Deutschen Lufthansa AG". Controlling und Management 49, n.º 1 (febrero de 2005): 64–71. http://dx.doi.org/10.1007/bf03254990.

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30

Haase, Knut y J�rg Latteier. "Deckungsbeitragsorientierte Lehrgangsplanung bei der Lufthansa Technical Training GmbH". OR Spektrum 20, n.º 2 (junio de 1998): 135–42. http://dx.doi.org/10.1007/bf01539865.

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31

Burckhardt, Oliver H., Kathleen M. Hargiss y Caroline Howard. "The Role of Leadership and Technology in Successful and Sustainable Airline Management". International Journal of Strategic Information Technology and Applications 3, n.º 4 (octubre de 2012): 16–30. http://dx.doi.org/10.4018/jsita.2012100102.

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A study about the role of leadership and technology in successful and sustainable airline management was conducted to further the knowledge concerning the effects these factors have on the sustainability of airline business. The goal of the study was to identify suitable leadership approaches, core and enabling technologies that are of importance for airline executives in the context of the global nature of the industry and its challenging, competitive environment. Conducting interviews with former executives from Continental Airlines and Lufthansa German Airlines and with C-level managers from airlines unaffiliated with these carriers provided insights concerning adequate methods to lead airlines that experience operational, organizational, or financial crises. One of the findings of the study, which was conducted by evaluating successful crisis management programs of Lufthansa and Continental Airlines, is the need to integrate both core and enabling technologies with a leadership approach that allows organizations to outperform their competitors and, more importantly, maintain their leading position.

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32

Strom, Martin. "European Union Competition Law Developments in the Aviation Sector: July to December 2017". Air and Space Law 43, Issue 2 (1 de abril de 2018): 205–32. http://dx.doi.org/10.54648/aila2018014.

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The second half of 2017 has seen a number of competition law developments relevant to the aviation sector. This article summarizes the main developments over the past six months and provides the reader with greater detail of each of these developments. The European Parliament is considering a new proposal which would enable European Union (EU) airlines to challenge the behaviour of non-EU competitors before the European Commission (Commission). The new proposal would help address the sustained criticisms levied by EU airlines against suspected state subsidies being offered to certain non-EU airlines. Under the new proposal, EU carriers would need to show that the actions of a non-EU carrier have caused, or threaten to cause, injury to at least one EU carrier. In the wake of the UK’s referendum result to leave the EU (‘Brexit’), the UK Government has published a consultation document concerning a possible overhaul of the aviation competition and State Aid rules following Brexit. The consultation is focussing on the so-called ‘grandfather rights’ of slots and whether these rules contribute to the underutilization of airport capacity, as well as whether the rules on state support should be amended to better cater for projects which have wider economic or social benefits. In a similar development, a senior representative of the Civil Aviation Authority (CAA) has emphasized the benefits of the UK retaining the EU rules governing airline ownership and subsidies for airports as a means of ensuring continued access to the European aviation market following Brexit. In addition, the insolvency of Air Berlin has caused a number of developments. For example, Ryanair has lodged a complaint with the German competition authority and the Commission alleging, amongst other things, that Air Berlin’s insolvency has been manufactured in order to allow Lufthansa to acquire Air Berlin free of debts. The Commission has also approved easyJet’s acquisition of certain Air Berlin assets, as well as approved the acquisition by Lufthansa of certain Air Berlin assets (but not all assets it originally intended to acquire) subject to commitments from Lufthansa. During the investigation, the Commission granted derogations to Lufthansa from the obligation to suspend the completion of a merger until clearance, in order to ensure that the business could be acquired as a going concern.

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33

Bruch, Heike y Thomas Sattelberger. "The turnaround at Lufthansa: Learning from the change process". Journal of Change Management 1, n.º 4 (diciembre de 2000): 344–63. http://dx.doi.org/10.1080/738552745.

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34

Донцова, О. И., А. В. Волохов y Д. Е. Морковкин. "Перспективы развития мировой авиации (на примере «Аэрофлота» и «Lufthansa»)". Journal of International Economic Affairs 10, n.º 2 (2020): 363–80. http://dx.doi.org/10.18334/eo.10.2.110109.

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35

Baxter, Glenn. "Capturing and Delivering Competitive Advantage in the Japan to Europe and Europe to Japan Air Cargo Markets: The Case of the ANA Cargo and Lufthansa Cargo A.G. Strategic Joint Venture". MAD - Magazine of Aviation Development 7, n.º 2 (30 de abril de 2019): 6–21. http://dx.doi.org/10.14311/mad.2019.02.01.

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<p class="keywords">This paper presents a case study of the ANA Cargo and Lufthansa Cargo strategic joint venture, the global air cargo industry’s first strategic joint venture between two of the world’s major air cargo-carrying airlines. The data gathered for the study was examined by document analysis. The strategic analysis of the joint venture was underpinned by the use of Porter’s Five Forces Model. The study found that the joint venture has provided synergistic benefits to both partners and has allowed the partners to access new markets and to participate in the evolution of the air cargo industry. The joint venture has also enabled both joint venture partners to enhance their competitive position in the Europe to Japan and Japan to Europe air cargo markets through strengthened service offerings and has provided the partners with increased cargo capacities, a larger route network, and greater frequencies within their own route networks. A limitation of the study was that ANA Cargo and Lufthansa Cargo revenues, or freight traffic data was not available. It was, therefore, not possible to analyse the business performance of the joint venture.</p>

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36

Hätty, Holger y Sebastian Hollmeier. "Airline strategy in the 2001/2002 crisis—the Lufthansa example". Journal of Air Transport Management 9, n.º 1 (enero de 2003): 51–55. http://dx.doi.org/10.1016/s0969-6997(02)00064-9.

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37

Haase, Knut, Jörg Latteier y Andreas Schirmer. "Course Planning at Lufthansa Technical Training: Constructing More Profitable Schedules". Interfaces 29, n.º 5 (octubre de 1999): 95–109. http://dx.doi.org/10.1287/inte.29.5.95.

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38

Dorner, Carola. "Fusion der BG Kliniken: „Wir können von der Lufthansa lernen“". kma - Klinik Management aktuell 21, n.º 06 (31 de mayo de 2016): 6. http://dx.doi.org/10.1055/s-0036-1578137.

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Nachdem die BG Kliniken zu einer Holding fusioniert sind, gilt es jetzt, dem neuen Konzern Leben einzuhauchen. Beim Hauptstadtkongress wird Geschäftsführer Reinhard Nieper über die komplexe und durchaus besondere Fusion berichten. Die Fragen von kma hat er schon im Vorfeld beantwortet.

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39

Becker, Björn, Robert Rieg y Ramona Schoder. "Verbesserung von Unternehmensprognosen mit Prognosemärkten am Beispiel Lufthansa Cargo AG". Controlling 25, n.º 2 (2013): 115–20. http://dx.doi.org/10.15358/0935-0381_2013_2_115.

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40

TOLGA İNAN, Tüzün. "DÜNYADA HAVAYOLU BİRLEŞMELERİ VE OLASI TÜRK HAVA YOLLARI-LUFTHANSA BİRLEŞMESİNİN". Journal of Social Sciences 16, n.º 16 (1 de enero de 2017): 259–74. http://dx.doi.org/10.16990/sobider.3768.

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41

James, Harold. "Die Frühgeschichte der Lufthansa: Ein Unternehmen zwischen Banken und Staat". Zeitschrift für Unternehmensgeschichte 42, n.º 1 (1 de marzo de 1997): 4–13. http://dx.doi.org/10.1515/zug-1997-0103.

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42

Meyer-Burckhardt, Hubertus y Nils Grannemann. "Mit der Hamburg Media School ins Ausland". MedienWirtschaft 7, n.º 2 (2010): 37–39. http://dx.doi.org/10.15358/1613-0669-2010-2-37.

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Seit dem Jahr 2008 arbeitet die Hamburg Media School (HMS) am Aufbau einer internationalen Hochschulallianz im Medienbereich. Ähnlich der Star Alliance von Lufthansa und Co. soll ein Netzwerk von renommierten internationalen Hochschulen entstehen und den Austausch von Wissen verbessern. Damit reagiert die HMS auf die verstärkte Nachfrage ihrer Studierenden nach internationalen Studieninhalten und Kontakten. Diese sind heute mehr denn je für viele Studienanfänger entscheidend für die Wahl der Hochschule.

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43

Renemann, Horst H. "Rescue Mission Following the Hi-Jacking of the Lufthansa 737, “Landshut”". Journal of the World Association for Emergency and Disaster Medicine 1, n.º 2 (1985): 199–200. http://dx.doi.org/10.1017/s1049023x00065584.

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At 15:15 hrs on 17 October 1977, the Lufthansa Medical Service in Frankfurt was notified about the hijacking of a 737 Boeing aircraft. At 15:30 hrs the Crisis Management Staff (CMS) asked me if I would accompany a stand-by crew on the rescue mission. The intention of the CMS was to come to an agreement with the hijackers to exchange the crew of the hijacked plane for a stand-by crew accompanied by an airline physician. I agreed. Medicines and medical equipment for the treatment of injured and sick passengers were packed by medical assistants. At 16:30 hrs highly confidential information was received from CMS—GSG 9 that the Border Patrol Special Commando led by Commander Wegner would accompany the rescue mission which would henceforth be termed “Special Mission”. The hijacked plane was to be followed and seized. It was likely that in the course of this operation an unpredictable number of burns, gunshot wounds and other serious injuries could occur. In a very short time, medical assistants packed further huge crates full of first-aid packs, Macrodex infusions, analgesics, and so forth. I asked Dr. Straub, a medical colleague, and Mr. Reiser, a nursing assistant, both employees of the Lufthansa Medical Service, to accompany me as volunteers, and they agreed. At 16:45 hrs the CMS approved the medical team and the medical equipment.

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44

Ru hl, M. "Diversity Management - Erfahrungen mit der Einfu hrung bei Deutsche Lufthansa Aktiengesellschaft". German Journal of Human Resource Management: Zeitschrift für Personalforschung 21, n.º 2 (1 de mayo de 2007): 176–81. http://dx.doi.org/10.1177/239700220702100207.

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45

Müller-Wieland, Dirk, Christiane Altenburg, Heiko Becher, Janine Burchard, Anett Frisch, Jan Gebhard, Jutta Haas et al. "Development of the Metabolic Syndrome: Study Design and Baseline Data of the Lufthansa Prevention Study (LUPS), A Prospective Observational Cohort Survey". Experimental and Clinical Endocrinology & Diabetes 128, n.º 12 (26 de noviembre de 2018): 777–87. http://dx.doi.org/10.1055/a-0767-6361.

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AbstractThe Lufthansa Prevention Study (LUPS) study is a prospective observation of a healthy worker cohort to identify early changes in metabolism leading to the Metabolic Syndrome (MetS) and to analyze their relation to behavioral factors like nutrition, physical activity, psychological status, and to underlying genetic conditions. The LUPS study recruited a sample of 1.962 non-diabetic healthy adults between 25–60 years, employed at a flight base of Lufthansa Technik GmbH in Hamburg, Germany. Baseline assessments included anthropometric measures, blood and urine samples and medical history. Psychosocial variables, dietary habits and life-style risk factors were assessed via self-reported questionnaires.In this report we describe the study design and present baseline parameters including the prevalence of the MetS using different classification criteria. The MetS was present in 20% of male and 12% of female subjects according to the ‘Harmonizing the metabolic syndrome’ definition. The prevalence varies between 2.6% in male and 2.3% in female subjects up to 48% in male and 41% in female subjects according to different classification criteria of MetS.In conclusion, this first cross-sectional view on the LUPS data confirms the expectation that this cohort is rather healthy and thus provides the opportunity to analyze early changes associated with the development of the MetS. The LUPS study is registered as a clinical trial NCT01313156.

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46

Rykychyna, Tetiana. "Corporate Media in Business as a Channel of Internal Marketing". Scientific notes of the Institute of Journalism, n.º 2 (75) (2019): 184–95. http://dx.doi.org/10.17721/2522-1272.2019.75.15.

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The article studies the essence of corporate communications in terms of the company’s internal marketing using the example of corporate media of the companies “Lufthansa”, “Toruńskie Zakłady Materiałów Opatrunkowych” TZMO) and “Rostok-Holding”. The study of the actual corporate media materials of these companies was done with applying the descriptive method and qualitative- quantitative analysis. The importance of corporate communications in the overall marketing strategy of the company and corporate media as a channel of internal marketing, their state of development abroad and in the domestic business sector has been ascertained.

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Smith, D. K. “Skip”. "Interview with Mr. Michael Wurche, Regional (West and Central Africa) Manager, Lufthansa". Journal of African Business 6, n.º 1-2 (6 de diciembre de 2005): 177–84. http://dx.doi.org/10.1300/j156v06n01_10.

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48

Sutton, Howard. "Case study: Lufthansa Cargo and their rights to fly over Russian territory". World Review of Entrepreneurship, Management and Sustainable Development 7, n.º 2 (2011): 212. http://dx.doi.org/10.1504/wremsd.2011.039308.

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Lehrer, Mark. "German Industrial Strategy in Turbulence: Corporate Governance and Managerial Hierarchies in Lufthansa". Industry and Innovation 4, n.º 1 (junio de 1997): 115–40. http://dx.doi.org/10.1080/13662719700000007.

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50

Fahn, Michael y Oliver Köhler. "Aufbau eines strategischen ITControllings zur Unterstützung übergreifender IT-Steuerung im Lufthansa-Konzern". Controlling 20, n.º 10 (2008): 535–42. http://dx.doi.org/10.15358/0935-0381-2008-10-535.

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