Christoph Lechner
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Prof. Dr.
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Lechner
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Christoph
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christoph.lechner@unisg.ch
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+41 71 224 3903
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  • Publication
    Type: journal article
    Journal: Journal of Management
    Volume: 42
    Issue: 3
    DOI: 10.1177/0149206313506463
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/104633
    Scopus© Citations 40
  • Publication
    Group influence activities and the performance of strategic initiatives
    (Wiley, 2012-05)
    Lechner, Christoph
    ;
    Floyd, Steven
    This study examines relationships between group influence activities and the performance of strategic initiatives. Theory suggests that the strength of these relationships is contingent upon the degree of exploration inherent in an initiative's goals. An analysis of 96 initiatives in three large firms supports the moderating role of exploration for the use of formal authority and coalition building, demonstrating that these group influence activities are more important to performance in more exploratory initiatives. Although the direct relationship between rational justification and initiative performance is significant, there is no evidence of the moderating effect for this form of influence. The results show how groups associated with strategic initiatives use different forms of influence to reduce the investment and political uncertainties that limit initiative performance.
    Type: journal article
    Journal: Strategic Management Journal
    Volume: 33
    Issue: 5
    DOI: 10.1002/smj.959
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/91717
    Scopus© Citations 54
  • Publication
    Coordinating Growth Initiatives in Multi-Unit Firms
    (Elsevier, 2010-02-01)
    Lechner, Christoph
    ;
    Kreutzer, Markus
    Realising corporate growth remains a challenging task for most firms. In this paper, we examine how multi-unit corporations can effectively coordinate the evolution of their growth initiatives. Based upon research on coordination, we identify four ideal modes that corporations can adopt as a means to dealing with their growth ambitions. We label these four: agenda-setting, context-setting, directing and self-organising. We show how these coordination modes represent different options for corporate management and have different implications for the role split between top managers and managers on subsequent levels. We illustrate them by using primary and secondary data from 51 corporations based in Europe, North America and Asia. Each mode is connected with particular managerial challenges and is most effective in combination with specific context factors. Practitioners can use these insights to deliberately apply an appropriate coordination mode for their growth initiatives.
    Type: journal article
    Journal: Long Range Planning
    Volume: 43
    Issue: 1
    DOI: 10.1016/j.lrp.2009.10.002
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/96841
    Scopus© Citations 27
  • Publication
    Formal and Informal Control as Complements or Substitutes? The Role of the Task Environment
    (Academy of Management, 2014-08-04)
    Kreutzer, Markus
    ;
    Cardinal, Laura
    ;
    Walter, Jorge
    ;
    Lechner, Christoph
    This study extends both traditional contingency approaches to organizational control as well as the fledgling, and largely conceptual, literature on more holistic control approaches by examining whether and to what extent formal and informal controls interact with each other in their influence on performance outcomes. In particular, we examine whether formal and informal controls act as complements or substitutes for each other, as well as whether such an interaction will be more or less pronounced in the context of higher degrees of exploration. Our empirical findings from an analysis of 184 strategic initiatives conducted by firms across a variety of industries provide support for the benefits of a complementary use of formal and informal controls, but also suggests that the degree of exploration at least partially moderates this effect, and thereby contribute to a more com-prehensive understanding of organizational control.
    Type: conference paper
    DOI: 10.5465/AMBPP.2014.105
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86542
  • Publication
    Strategic initiatives: past, present and future
    (Edward Elgar, 2011)
    Lechner, Christoph
    ;
    Kreutzer, Markus
    ;
    Mazzola, Pietro
    ;
    Kellermanns, Franz-Willi
    In this chapter, we display the current disciplinary knowledge on strategic initiatives and outline future research areas. We begin with definitions of the concept, its various types and classifications, and describe several research streams focusing on them. Then, we propose an organizing framework for elaborating research on strategic initiatives and discuss in detail its single elements. We close by outlining future research opportunities.
    Type: book section
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/95235
  • Publication
    Control Configurations and Strategic Initiatives
    (Cambridge University Press, 2010)
    Kreutzer, Markus
    ;
    Lechner, Christoph
    ;
    Sitkin, Sim
    ;
    Cardinal, Laura
    ;
    Bijlsma-Frankema, Katinka
    This chapter builds on the extensive prior work on control and especially its recent development into a broader configurational approach and applies it to the initiative level. Based on the concept of fit, we propose that each of six types of strategic initiatives is likely to benefit from a distinct control configuration able to accommodate its needs.
    Type: book section
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/97476