Pacifying Muslims in Germany’s ‘City of Peace’: interreligious dialogue as a tool of governance in Osnabrück

ABSTRACT

Addressing Muslims as a target group in municipal politics is a relatively new development in German cities. Interreligious dialogue, often initiated by established Christian actors, provides a format for doing so. In our local West German case study, the politics of dialogue link up with a historical narrative of Osnabrück as ‘City of Peace’, creating a semantic framework which is hard to resist, yet not undisputed. As a governance tool, interreligious dialogue has the potential to pacify and to structure social relations. It tends to prefer and support certain subject positions, while neglecting others. In this contribution we focus both on actors who are involved in local interreligious dialogue as well as those who – for diverse reasons – do not participate, and who question or oppose it. Thus, we analyse the effects of interreligious dialogue on local subjectivation processes, including alternative reactions that might challenge the dominant paradigm.     

Drivers and outcomes of salespersons’ value opportunity recognition competence in solution selling

Abstract

In B2B markets, firms seek to provide customer solutions instead of merely selling goods or services. As boundary-spanners, salespeople are pivotal for implementing this strategic shift. Yet, extant literature provides limited insights into salesperson’s resources and competencies required for customer solutions, particularly in the early phases of solution selling. This research focuses on salesperson’s value opportunity recognition competence (VOR), which is a central requirement for salespeople to be able to navigate the early phases of solution selling. Analyzing large-scale, multi-level data of 799 salespeople and their respective sales managers in 29 sales organizations, the authors investigate the role of different salesperson resources and work environment characteristics for strengthening their VOR. The authors find that salespeople need both customer and technical knowledge, but customer knowledge is more important. Salespeople also can substitute individual technical knowledge with strong internal relations, but strong customer relations are no substitute for individual knowledge about customers’ business models and processes. Formalization turned out to be a double-edged sword in the context of VOR development, while transformational leadership has positive effects only. The findings bear concrete implications for improving the selection, training, and work environment of solution salespeople.