Markus Kreutzer
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Kreutzer
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Markus
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  • Publication
    Coordinating Growth Initiatives in Multi-Unit Firms
    (Elsevier, 2010-02-01)
    Lechner, Christoph
    ;
    Kreutzer, Markus
    Realising corporate growth remains a challenging task for most firms. In this paper, we examine how multi-unit corporations can effectively coordinate the evolution of their growth initiatives. Based upon research on coordination, we identify four ideal modes that corporations can adopt as a means to dealing with their growth ambitions. We label these four: agenda-setting, context-setting, directing and self-organising. We show how these coordination modes represent different options for corporate management and have different implications for the role split between top managers and managers on subsequent levels. We illustrate them by using primary and secondary data from 51 corporations based in Europe, North America and Asia. Each mode is connected with particular managerial challenges and is most effective in combination with specific context factors. Practitioners can use these insights to deliberately apply an appropriate coordination mode for their growth initiatives.
    Type: journal article
    Journal: Long Range Planning
    Volume: 43
    Issue: 1
    DOI: 10.1016/j.lrp.2009.10.002
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/96841
    Scopus© Citations 27
  • Publication
    Organizational Control as an Antidote for Organizational Politics?
    (Academy of Management, 2013-08-11)
    Kreutzer, Markus
    ;
    Walter, Jorge
    ;
    Cardinal, Laura
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88866
  • Publication
    Informal Control Modes and Initiative Performance : The Moderating Role of Supervisors' Political Behavior
    (SMS Strategic Management Society, 2012-10-07)
    Kreutzer, Markus
    In this paper, we focus on informal control modes (composed of certain levels of informal input, behavior, and output control) utilized by top managers to steer growth initiative teams. We propose that the informal control mode utilized interacts with the existing level of supervisor's political behavior to influence initiative performance. Survey data on strategic growth initiatives collected from 201 corporations serve to test our hypotheses. Our results of moderated regression analysis highlight the importance of adapting the control mode to the specific supervisors' political behavior.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/90890
  • Publication
    Selecting the right growth mechanism : The choice between internal development, strategic alliances, and mergers & acquisitions
    (Springer, 2012)
    Kreutzer, Markus
    ;
    Mennillo, Giulia
    ;
    Schlenzig, Thomas
    ;
    Friedrich, Elmar Konstantin
    When seeking to realize growth strategies, firms have three choices: internal development, alliances, and mergers & acquisitions. However, how to choose be-tween these growth mechanisms is, however, not well-understood in practice. Managers seldom sufficiently strategically analyze this critical first step in any growth-related decision process. Instead, many managers commonly base their decision on "gut-feel" or simply follow successful traits. This chapter offers a framework to systematically guide managers in their choice of growth mecha-nisms. Four sets of factors should be simultaneously considered to decide on when to make, buy, or ally: the environment, the target, the growth strategy, and company-related factors. By systematically analyzing each growth mechanism's context-specific advantages and disadvantages, firms may avoid mistakes that could not be compensated for in later implementation phases.
    Type: book section
    Issue: Bd. 9
    DOI: 10.1007/978-3-642-24653-1_6
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/92642
    Scopus© Citations 3
  • Publication
    Tesco versus Sainsbury's Growth Strategies and Corporate Competitiveness 1990-2007
    (Andover, Hampshire, 2011)
    Kreutzer, Markus
    ;
    Lechner, Christoph
    ;
    Volberda, Henk Wijtze
    The case compares the growth strategies (from 1990 to 2007) of the two main British grocery businesses: Sainsbury and Tesco. It starts in 1990, when Sainsbury was the clear market leader way ahead of Tesco. Today, this situation has changed dramatically with Tesco not only having overtaken Sainsbury but having reached twice the market share of its competitor which even lost the second position to Asda (a Wal-Mart subsidiary). This case describes the growth strategies and the concrete growth initiatives undertaken by the two competitors in the time period covered. Tesco provides a good example of how to move from being a small to being a big company. 10-15 years ago, Tesco was pretty much a British grocery business. Today it is an international business providing telephony, financial services, legal services, books, music, and electrical goods. Tesco has many different shop formats including hypermarkets and Express stores and has a successful on-line business.
    Type: book section
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/95207
  • Publication
    Tesco versus Sainsbury's: Growth Strategies and Corporate Competitiveness
    (South-Western Cengage Learning, 2011)
    Kreutzer, Markus
    ;
    Lechner, Christoph
    ;
    Volberda, Henk W.
    In 2008, the UK-based international food and general merchandising retailer Tesco reached a market share of about 30% in the UK, roughly the same as its rivals Sainsbury's and ASDA combined. Tesco has greatly diversified, extending its business lines from food into non-food, clothing, financial services, and telecommunications. It ranks sixth in the international retail market behind Wal-Mart (US), Carrefour (France), Home Depot (US), Metro (Germany), and Royal Ahold (Netherlands). Tesco was not always the dominant player it is today. In 1990, it was a mid-sized food chain far behind its rival, Sainsbury's. Starting in the 1990s, it pursued a broad set of growth initiatives, steadily increasing its market share and gaining importance. In 1995, Tesco surpassed Sainsbury's to become the UK's market leader. Today, Tesco is the clear market leader. How did that happen? Why was Tesco so successful in growing sales and profits, while Sainsbury's could not keep pace? Where did the competitive actions of these firms differ? Let us start with a close look at their origins.
    Type: book section
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/95208