Johannes Rüegg-Stürm
Thumbnail Image
Title
Prof. Dr.
Last Name
Rüegg-Stürm
First name
Johannes
Email
johannes.rueegg@unisg.ch
Phone
+41 71 224 2323
Homepage

Filters

Reset filters

Settings
Now showing 1 - 10 of 17
No Thumbnail Available
Publication

Gaining and Changing Agency

2009-07-03 , Grand, Simon , Rüegg-Stürm, Johannes

View
No Thumbnail Available
Publication

Das St.Galler Management-Modell Management in einer komplexen Welt 2. Auflage

2020 , Rüegg-Stürm, Johannes , Grand, Simon

View
No Thumbnail Available
Publication

Das St. Galler Management-Modell 4. Generation – Einführung

2017-04 , Rüegg-Stürm, Johannes , Grand, Simon

View
No Thumbnail Available
Publication

Multirational Management in Technology Companies

2014 , Bartl, Daniel , Grand, Simon , Schedler, Kuno , Rüegg-Stürm, Johannes

View
No Thumbnail Available
Publication

Time in strategy practice: Insights from a conventionalist perspective

2004-07-01 , Rüegg-Stürm, Johannes , Bartl, Daniel , Grand, Simon

Taking a conventionalist perspective on strategic management, this conference paper explores the temporal dimension of managerial practice. More precisely, it uncovers the multi-faceted temporal aspects, thereby contributing to an particular form of strategy process research.

View
No Thumbnail Available
Publication

Das St. Galler Management-Modell - Management in einer komplexen Welt

2019-08 , Rüegg-Stürm, Johannes , Grand, Simon , Rüegg-Stürm, Johannes , Grand, Simon

View
No Thumbnail Available
Publication

The St. Gallen Management Model : English translation of the fourth generation of the German text

2015 , Rüegg-Stürm, Johannes , Grand, Simon

Core topics: The St. Gallen Management Model - effectively articulating the subject of management / Environment as a landscape of possibilities / Organization as a value-creation system / Management as reflexive design praxis / Management innovation - reflecting upon and designing the future of management

View
No Thumbnail Available
Publication

Technological Entrepreneurship and Temporal Structures: Impact of Contextual Embeddedness on Entrepreneurial Activities

2003-07-03 , Rüegg-Stürm, Johannes , Bartl, Daniel , Grand, Simon

Temporal structures are a central aspect of an entrepreneur's relevant context. This paper explores the impact of such temporal embeddedness for entrepreneurial activities of new ventures.

View
No Thumbnail Available
Publication

Managing in a Complex World - The St. Gallen Management Model

2019-11-25 , Rüegg-Stürm, Johannes , Grand, Simon

View
No Thumbnail Available
Publication

Constructivist paradigms: implications for strategy-as-practice research

2015-10 , Grand, Simon , Vonarx, Widar , Rüegg-Stürm, Johannes , Golsorkhi, Damon , Rouleau, Linda , Seidl, David , Vaara, Eero

The practice turn in strategy research (Johnson, Melin and Whittington 2003; Johnson et al. 2007; Golsorkhi et al. 2010; Vaara and Whittington 2012) implies an explicit reconsideration of paradigmatic premises (Tsoukas and Knudsen 2002; Feldman and Orlikowski 2011; Vaara and Whittington 2012). The strategy-as-practice research programme challenges concepts of strategy that have long been taken for granted, uncovering the complexities of the ‘social fabric’ of strategy-making (Latour 1996). Furthermore, it undermines the apparently self-evident premises of strategy research and its relation to strategy-making by referring to various constructivist perspectives, theories and methodologies. Looking at the main contributions to strategy-as-practice research of the last few years, a handful of patterns seem dominant. One can distinguish between three dimensions (Johnson et al. 2007; Orlikowski in this volume). On an empirical level (‘phenomenon’), strategy-making is seen as involving multiple construction processes and activities and multiple actors inside and outside the organization, distributed across multiple organizational layers (Johnson, Melin and Whittington 2003; Jarzabkowski and Spee 2009). While strategies and strategy processes are traditionally treated as defined entities, the strategy-as-practice research programme emphasizes their constructedness, and thus their heterogeneity, processuality and fragility. On a theoretical level (‘perspectives’), the study of strategy-making requires approaches that provide conceptual cover for this heterogeneous mesh of processes, activities and actors, as well as the fact of their situatedness and embeddedness. It is argued that a focus on the practice of strategy-making therefore implies a discussion of the underlying action theories (Grand and MacLean 2007; Jarzabkowski 2004; Tsoukas and Knudsen 2002) and, specifically, theories of practice (Schatzki, Knorr Cetina and von Savigny 2001). On a philosophical level (‘philosophies’), this emphasis on strategy-making as social practice requires a consideration of scientific research itself from the vantage point of practice (Knorr Cetina 2002; Tsoukas 2005). How do scientific research itself and particular research practices contribute to the construction of the field of strategy, both scientifically and organizationally (Knights and Morgan 1991)?

View