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Joachim Stonig
Title
Dr.
Last Name
Stonig
First name
Joachim
Email
joachim.stonig@unisg.ch
Phone
+41 71 224 7619
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1 - 10 of 12
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PublicationAuf dem Weg zum Stakeholder-Kapitalismus: Merkmale und Konsequenzen einer sich verändernden institutionellen Logik( 2023)
;Artur Baldauf ;Manfred Bruhn ;Margit Osterloh ;Dieter Pfaff ;Wolfgang Stölzle ;Georg von KroghMartin WallmeierProcesses of institutionalization shape how decisions are made and actions are taken in companies. In recent years, calls for a change in the dominant institutional logic have become louder both in corporate practice and in the academic debate. Many are advocating for "stakeholder capitalism". In this overview article, we explain the background and characteristics of the stakeholder logic and distinguish it from the previous investor logic and corporate logic. In the second part, we analyze how a stakeholder logic is likely to affect the elements of organization design.Type: journal articleJournal: Die UnternehmungVolume: 77Issue: 4 -
Publication
Scopus© Citations 50 -
PublicationBusiness Ecosystems and Platforms:Towards a Shared UnderstandingSupplement to the special issue on "Business Ecosystems" in the journal "Die Unternehmung" (4/2019)Type: journal articleJournal: Die UnternehmungVolume: 73Issue: 4
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PublicationType: journal articleJournal: Controlling : Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume: 31Issue: 6
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PublicationType: journal articleJournal: Die UnternehmungVolume: 73Issue: 4
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PublicationNavigating the Challenges of Ecosystem Emergence: A Multi-Level Review of Leader and Complementor StrategiesBusiness ecosystems are currently transforming many established sectors. Understanding how ecosystems emerge and influence strategic outcomes is thus an important concern for academics and managers of incumbent firms alike. Ecosystems result from configuration processes where an ecosystem leader aligns multiple independent but complementary organizations to offer an integrated solution to meet a specific and often complex customer need. In this review, we analyze empirical research on the processes and outcomes of ecosystem emergence. We structure our findings along three analytical levels, highlighting the changes that ecosystems engender in competitive dynamics, the inter-organizational relationships, and the required internal organization of the participating firms. Ecosystem participants, leaders and complementors have to navigate the creation phase dynamically and then develop the strategic activities suited to their eventual role in the ecosystem.Type: journal articleJournal: Die UnternehmungVolume: 73Issue: 4
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationEcosystem Emergence in the Automotive Supply Chain: Shaping Radical Industry Change in Nested Organizational Fields( 2017)Ecosystems are an increasingly important phenomenon, but we know surprisingly little about the processes and practices underlying ecosystem emergence. This paper aims to provide further insights about how incumbents proactively engage in the creation of ecosystems, by studying in-depth and in real time the transformation of an automotive supplier from a hierarchically organized value chain to an ecosystem. We draw on institutional theory to conceptualize ecosystem emergence as a form of radical institutional change that requires the development of a new institutional logic. Our emerging findings indicate that ecosystem emergence is influenced by (i) multiple nested organizational fields, (ii) sector-wide change templates which create isomorphic pressures across different fields, (iii) an unowned change process whose evolution can be shaped with participative and collaborative strategizing.Type: conference paper
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PublicationEcosystem emergence in the manufacturing sector: exploring transformation processes of product-focused firmsPlatform-based ecosystems have become an important organizational form to enable digitalized production processes. However, manufacturing firms often struggle to transition to ecosystem strategies. In this chapter, we present a case study of a machine manufacturer that transformed from a product-focus to integrated value propositions based on digital ecosystems. The focal firm did not start out with an ecosystem-based strategy, but engaged in a long-term organizational learning process, moving from product differentiation to system integration, and eventually to ecosystem orchestration. Through our analysis, we show how organizational forms may represent stages in the long-term evolution of a manufacturing firm and its sector towards an Industry 4.0 ecosystem. Furthermore, we introduce the quality and amount of data generated as an additional explanation for why ecosystems may emerge.Type: book sectionJournal: Business 2024