Markus Kreutzer
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Prof. Dr.
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Kreutzer
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Markus
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markus.kreutzer@unisg.ch
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  • Publication
    Organizational Control and Strategic Growth Initiatives - A Contingency Perspective
    ( 2009-10-13)
    Kreutzer, Markus
    ;
    Lechner, Christoph
    ;
    Cardinal, Laura
    This study focuses on formal and informal control modes used by organizations to manage their growth initiatives. Drawing on the literature on growth, organizational control, and contingency theory, we develop and empirically test a set of hypotheses aimed at explaining how different types of growth initiatives are controlled to achieve superior performance. Survey data collected from 201 corporations in six industries serve to test the hypotheses. Results of moderated regression analysis highlight the importance of adopting the control mode to the specific type of initiative. An initiative's degree of internal and external risk as well as exploration are found to moderate the relationships between formal and informal control and initiative performance.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/75445
  • Publication
    Strategic Initiatives and Control
    (Academy of Management (AOM), 2008-08-10)
    Kreutzer, Markus
    ;
    Lechner, Christoph
    ;
    Cardinal, Laura
    Based on survey data of 201 firms in six industries, this paper examines the relationship between control mechanisms and the performance of strategic growth initiatives. We differentiate control along two dimensions: formality (formal, informal) and target of control (input, behavior, and output) to examine six control mechanisms. We formulate several hypotheses stating their relationship with initiative performance. The paper makes two major contributions. First, it contributes to a clearer conceptualization and operationalization of control mechanisms. The factor analysis results support distinct control mechanisms but suggest a more complex picture for our informal control mechanisms than initially proposed. Second, the findings from the regression analysis suggest distinct relationships between these control mechanisms and performance. These findings shed new light on the execution of strategic initiatives relevant to managers driving growth in their companies and points the way for future research in the area of corporate entrepreneurship and control research.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/77993
  • Publication
    Helvetic Management Consulting: Growth and Strategic Renewal: Part A: Growth and Need for Strategic Renewal
    (ECCH, 2011)
    Kreutzer, Markus
    This is part A of a two-case series (311-022-1 and 311-023-1). The foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm, is described from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment. It can be used to illustrate the challenges and potential shortcomings in a professional service firm's business model and positioning and to think about adequate initiatives for strategic renewal and change. This case is the first part of a two-case series. Part B describes the process of strategic renewal, that is, the actual events and strategic initiatives undertaken at Helvetic Management Consulting
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/95204
  • Publication
    Helvetic Management Consulting: Growth and Strategic Renewal: PART B: The Process of Strategic Renewal
    (ECCH, 2011)
    Kreutzer, Markus
    This is part B of a two-case series (311-022-1 and 311-023-1).Part A describes the foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment (characterized by changing client demands nd increased competition). This part B describes the process of strategic renewal at Helvetic and shows the actual events. The new managing director initiates three major renewal activities between 2004 and 2007, which he implements in the face of severe internal obstacles and inertial forces. Two additional strategic growth initiatives in 2007 and 2008 are described that should set the stage for future growth of the firm. Taught together, the two parts present material that is highly suitable for stimulating discussion and analysis on the full process of strategic renewal and change in a professional service firm (PSF). Discussion themes include the triggers of strategic renewal, concrete renewal activities and initiatives, challenges, obstacles, inertial forces, and inhibitors in the renewal process, and outcomes of strategic renewal processes
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/95203