This thesis investigates the social, legal and ethical perceptions of participants towards the implementation of biometric access control systems within a sample of United Kingdom work-based environments. It focuses on the application of fingerprint scanning and facial recognition systems, whilst alluding to the development of more advanced (bleeding edge) technologies in the future. The conceptual framework is based on a tripartite model in which Maslow's Hierarchy of Needs is applied to the workforce whilst the principles of Utilitarianism and the Psychological Contract are applied to both management strategies and workforce perceptions. A qualitative paradigm is used in which semi-structured interviews are conducted with management and workforce participants within a sample of United Kingdom-based organisations (represented by Case Studies A-D). Discourse from these interviews are analysed, leading to the development of a series of first-cut findings for suggested "Best Practice " in the social, legal and ethical management of biometric access control systems. This process is subsequently developed with a refined sample of respondents (Case Studies A and C) culminating in the presentation of a suggested "Best Practice Model" for application to all four case studies. The model is based upon elements of a pre-determined Code of Practice (ISO/IEC 27002lnformation Technology - Security techniques - Code of Practice for Information Security Management) towards fostering acceptance of biometric technology within the workplace, in answering the question: How should organisations using biometric access control systems address social, legal and ethical concerns in the management of specific working environments in the United Kingdom?

Unternehmen sind mehr und mehr dem globalen Wettbewerb, strengeren gesetzlichen Regelungen und veränderten Kundenbedürfnissen ausgesetzt. Durch eine Neuausrichtung des Unternehmens auf Stakeholder-Management können sich Entscheidungsträger an veränderte Marktbedingungen anpassen. Der vorliegende Beitrag ist ein Leitfaden zum Stakeholder-Management der gemeinsam mit Nachhaltigkeitsexperten von PricewaterhouseCoopers entwickelt wurde. Er besteht aus den Schritten (i) Strategisch Denken, (ii) Analyse und Priorisierung der Stakeholder und ihrer Ansprüche, (iii) Aufbau von Kapazitäten zum Stakeholder-Management, (iv) Stakeholder-Kommunikation sowie (v) Kommunikation und Lernen. Der vorliegende Leitfaden ist der erste, der explizit die Bedürfnisse von kleinen und mittleren Unternehmen und Familienunternehmen einbezieht. Obwohl diese Unternehmen oft explizit oder implizit Stakeholder-Management in ihrer Unternehmensphilosophie verankert haben, fehlen häufig strukturierte Ansätze und Management-Tools hierfür. Dieser Leitfaden gibt Managern in kleinen und mittleren Unternehmen sowie Familienunternehmen eine praktische Handhabe für ihr Stakeholder-Management. / Firms are facing more global competition, more stringent regulation and a faster change of customer needs. Managers can adapt to changed market dynamics with increased stakeholder management. Together with sustainability experts from Pricewaterhouse Coopers we develop a guideline for stakeholder management consisting of the steps (i) think strategically, (ii) analysis and prioritization of stakeholders and their stakes (iii) capacity building for stakeholder management (iv) stakeholder information (v) communication and learning. It builds on Freeman (1984) and defines stakeholder as “any group or individual who can affect or can be affected by the achievement of anorganisation’s objectives”. The proposed stakeholder guideline is the first, which fulfils the needs of small and medium sized enterprises and family owned businesses. While these companies often have explicitly or implicitly embodied stakeholder management corporate philosophy, structured approaches and management tools are still missing. Our guideline givesmanagers in small and medium sized enterprises and family owned businesses a practical tool for stakeholder management.

The thesis examines the Kenya's cut-flower industry in the wider context of global commodity networks. The Kenya's floriculture sector as a part of these networks has been influenced by notions of environmental and social responsibility in the past two decades. The first part of the thesis describes floriculture in Kenya and the cut flower supply chain. The second half analyses current ethical trading practice in the flower industry in Kenya. In this respect codes of conduct which embody notions of responsible business in practice are discussed here. In view of the fact that codes can't guarantee adequate working conditions to flower farm workers in many cases the thesis tries to explain why this concept of ethical trade failed.

Unternehmen sind mehr und mehr dem globalen Wettbewerb, strengeren gesetzlichen Regelungen und veränderten Kundenbedürfnissen ausgesetzt. Durch eine Neuausrichtung des Unternehmens auf Stakeholder-Management können sich Entscheidungsträger an veränderte Marktbedingungen anpassen. Der vorliegende Beitrag ist ein Leitfaden zum Stakeholder-Management der gemeinsam mit Nachhaltigkeitsexperten von PricewaterhouseCoopers entwickelt wurde. Er besteht aus den Schritten (i) Strategisch Denken, (ii) Analyse und Priorisierung der Stakeholder und ihrer Ansprüche, (iii) Aufbau von Kapazitäten zum Stakeholder-Management, (iv) Stakeholder-Kommunikation sowie (v) Kommunikation und Lernen. Der vorliegende Leitfaden ist der erste, der explizit die Bedürfnisse von kleinen und mittleren Unternehmen und Familienunternehmen einbezieht. Obwohl diese Unternehmen oft explizit oder implizit Stakeholder-Management in ihrer Unternehmensphilosophie verankert haben, fehlen häufig strukturierte Ansätze und Management-Tools hierfür. Dieser Leitfaden gibt Managern in kleinen und mittleren Unternehmen sowie Familienunternehmen eine praktische Handhabe für ihr Stakeholder-Management. / Firms are facing more global competition, more stringent regulation and a faster change of customer needs. Managers can adapt to changed market dynamics with increased stakeholder management. Together with sustainability experts from Pricewaterhouse Coopers we develop a guideline for stakeholder management consisting of the steps (i) think strategically, (ii) analysis and prioritization of stakeholders and their stakes (iii) capacity building for stakeholder management (iv) stakeholder information (v) communication and learning. It builds on Freeman (1984) and defines stakeholder as “any group or individual who can affect or can be affected by the achievement of anorganisation’s objectives”. The proposed stakeholder guideline is the first, which fulfils the needs of small and medium sized enterprises and family owned businesses. While these companies often have explicitly or implicitly embodied stakeholder management corporate philosophy, structured approaches and management tools are still missing. Our guideline givesmanagers in small and medium sized enterprises and family owned businesses a practical tool for stakeholder management.

Following the rise of social media, the world has found itself in a hyperconnected state. Through the press of a button, it is today possible to reach every corner of the world. This has brought opportunities for freedom and liberation, but in the past years it has also become a danger for these ideas. The rise of disinformation has been declared a major threat to democracy and our society by several major institutions, one of them being the European Union. They have also made it clear that the tech companies, through whose products disinformation primarily spreads, not only inadequately prevent it, but also question if they have enough incentive to do so. The executive branch of the EU, the European Commission, has therefore put forth an action plan in which they outline their work going forward in mitigating the crisis. Comparing with previous research on the vital parts of disinformation, there are heavy indications that the EU’s work will focus on reactionary measures; discovery and sharing of data on ongoing disinformation campaigns between neighbouring and Member States, as well as societal media literacy efforts. For now, due to what seems to be a fear of over-regulating freedom of expression, the responsibility to battle creation and spread is left to the Code of Practice on Disinformation, a plan created by tech companies that hold the platforms that are center in the spread of disinformation. After a first yearassessment, the EU indicates that the results of this Code of Practice is unsatisfactory, and further action might be needed. / Med uppkomsten av sociala medier så befinner sig världen nu i ett hyperuppkopplat tillstånd. Genom ett simpelt knapptryck är det idag möjligt att nå hela världen. Med detta har vi sett möjligheter till en förhöjd frihet, men under de senaste åren finns det också exempel på när just idéer som dessa har satts under hård press. Ökningen av desinformation har förklarats ett stort hot mot demokrati och dagens samhälle av flera stora institutioner, en av dem den Europeiska Unionen. De har gjort tydligt att stora teknikbolag, genom vilkas produkter desinformation i synnerhet sprids, inte bara gör för lite för att förhindra det, men också ifrågasätter ifall de har tillräckligt med incitament för att göra det. EU:s verkställande gren, Europeiska Kommissionen, har därför satt fram en handlingsplan där de redogör för sitt arbete för att hantera krisen. I en jämförelse med tidigare forskning om de mest vitala delarna av desinformation så finns det tunga indikationer att EU:s arbete kommer att fokusera på reaktionära åtgärder: upptäckande och delning av data mellan grannländer och medlemsstater om pågående desinformationskampanjer, samt ansträngningar för samhällskunskap så som källkritik. I vad som verkar vara en rädsla för överreglering av yttrandefrihet lämnas ansvaret för bekämpningen av skapande och spridning till en desinformationspraxis skapad av de teknikföretag som har de plattformar som är centrala i spridningen av desinformation. Efter en första årsutvärdering indikerar dock EU att resultaten dittills ej är tillfredsställande, och att ytterligare åtgärder kan vara nödvändiga.