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Christoph Lechner
Title
Prof. Dr.
Last Name
Lechner
First name
Christoph
Email
christoph.lechner@unisg.ch
Phone
+41 71 224 3903
Now showing
1 - 10 of 44
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PublicationFormal and Informal Control as Complements or Substitutes? The Role of the Task Environment(Academy of Management, 2014-08-04)
;Cardinal, Laura ;Walter, JorgeThis 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 -
PublicationOrganizational Complexity Attributes and Performance during Economic Shocks: An Activity System ViewThis study extends both complexity literature and research on exogenous shocks by examining how firms' ex-ante complexity attributes influence immediate and long-term performance in the presence of specific environmental stimuli and whether this effect varies according to type of stimulus. Taking a sample of publicly-traded U.S. bank hold-ing companies, and drawing on the activity systems view of the firm, we propose that three system-wide complexity attributes- (1) concentration, (2) task complexity, and (3) opacity of activities-influence performance outcomes after exogenous shocks. We propose that those effects differ by type of shock, i.e. whether the shock relaxes (deregulation) or tightens environmental constraints (market shock) and study the Gramm-Leach-Bliley-Act in 1999 and the financial crisis with the bankruptcy of Lehman Brothers in 2008 respectively. We find partial support for our hypotheses.Type: conference paper
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PublicationModularization and Coordination of Corporate Initiatives : Towards a Program Perspective( 2012-12-19)
;Keil, ThomasType: conference paper -
PublicationInterdependencies of Activity Systems and Strategic Renewal(SMS Strategic Management Society, 2011-11-07)There are two opposing perspectives on the relationship between interdependency in activity systems and the likelihood of radical strategic renewal. Some scholars argue that interdependency increases inertia and thus inhibits radical deviation from the current state. Other scholars argue that rich levels of interdependency are necessary to undergo radical strategic renewal at all. In this paper, we claim that both strands of research have looked at different sub-dimensions of interdependency and therefore derive at different conclusions. Hence, by introducing multiple dimensions of interdependency, we show that the likelihood of radical strategic renewal is influenced by the value of three structural and two rule-based dimensions of interdependency.Type: conference paper
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PublicationCorporate Initiative Programs : A Coordination Theory Perspective(OMT Organizations and Management Theory, 2011-06-13)
;Keil, ThomasType: conference paper -
PublicationDo Corporate Initiatives Require Coordination?Strategic initiatives are frequently touted as a mechanism to overcome structural inertial and create flexibility in multi-business firms. Yet, empirical research suggests that these initiatives frequently fail to reach their goals. In this paper we identify limits to the autonomy of strategic initiatives and argue that the coordination of corporate initiatives through corporate initiative programs (outside of the operating structure) is able to provide benefits beyond the reach of alternative approaches. We further argue that coordination of initiatives along several succinct dimensions improve their impact in creating cross-business synergies. Our arguments contribute to literatures on horizontal coordination, strategic initiatives, heterogeneous goals and multi-business firms more generally.Type: conference paper
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PublicationStrategic Renewal of Activity Systems : A Model for Interdependence Characteristics(SMS Strategic Management Society, 2010-09-15)In recent years, the phenomenon of activity systems has come to the forefront of strategy research. Previous scholars have identified interdependencies between activities as crucial to understand the strategic renewal of such complex systems. However, extant literature provides surprisingly few distinct dimensions of interdependence that characterize activity systems and influence strategic renewal success. Hence, drawing on strategic renewal literature and complexity science, we propose distinct interdependence dimensions to describe activity systems more holistically and derive a theoretical model on their role in times of strategic renewal.Type: conference paper
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PublicationLearning Activities and the Performance of Exploratory Versus Exploitative Strategic Initiatives(SMS Strategic Management Society, 2010-09-15)
;Walter, Jorge ;Kellermanns, F.W.Floyd, StevenType: conference paper -
PublicationKonsequenzen für die AltersvorsorgeType: conference paperJournal: Responsible Corporate Competitiveness