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Joachim Stonig
Title
Dr.
Last Name
Stonig
First name
Joachim
Email
joachim.stonig@unisg.ch
Phone
+41 71 224 7619
Now showing
1 - 10 of 11
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PublicationType: conference paper
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PublicationA Process Model of Incumbents’ Initiatives to Build New Complementary Assets( 2023-05)Many incumbent firms are confronted with technological changes that threaten their complementary assets. Alas, there is scant research about the intra-organizational processes that enable effective responses to this type of discontinuity. Our multiple case study in the European chemical industry illustrates how incumbents manage strategic initiatives that develop new complementary assets, namely digital platforms for selling and distributing chemicals. Drawing on research of strategy processes and complementary-asset discontinuities, we develop a multi-level process model of gradual uncoupling: to build novel complementary assets, initiatives must first uncouple from horizontal relationships with line and functional middle managers, and subsequently uncouple from top management control. We show that alternative incumbent outcomes, such as knowledge transfer and/or modifications of existing complementary assets, result from processes that fail to engage in uncoupling. Our main contributions are to (1) provide a process perspective on incumbent adaptation to complementary-asset discontinuities, (2) contextualize extant literature on strategy processes for this type of change, and (3) detail how incumbents can leverage their core business to build digital platform businesses.Type: conference paperJournal: Academy of Management Annual Meeting Proceedings
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PublicationType: conference paper
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PublicationExploring Growth Dynamics of Platform Ecosystems( 2020)Kranzl, FlorianType: 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