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Markus Kreutzer
Title
Prof. Dr.
Last Name
Kreutzer
First name
Markus
Email
markus.kreutzer@unisg.ch
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1 - 10 of 22
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PublicationCoping with Coopetition in Multipartner Alliances : The Role of Bridging ActivityMultipartner alliances are a prevalent form to manage large-scale innovation. One of the fundamental problems multipartner alliances face is the inherent tension between cooperation and competition among involved partners. In this study, we explore when the involvement of public third-parties can benefit and when it impedes multipartner alliance performance by exploring their role in varying coopetitive contexts these alliances face.Type: conference paper
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PublicationFormal and Informal Control as Complements or Substitutes? The Role of the Task Environment(Academy of Management, 2014-08-04)
;Cardinal, Laura ;Walter, JorgeThis study extends both traditional contingency approaches to organizational control as well as the fledgling, and largely conceptual, literature on more holistic control approaches by examining whether and to what extent formal and informal controls interact with each other in their influence on performance outcomes. In particular, we examine whether formal and informal controls act as complements or substitutes for each other, as well as whether such an interaction will be more or less pronounced in the context of higher degrees of exploration. Our empirical findings from an analysis of 184 strategic initiatives conducted by firms across a variety of industries provide support for the benefits of a complementary use of formal and informal controls, but also suggests that the degree of exploration at least partially moderates this effect, and thereby contribute to a more com-prehensive understanding of organizational control.Type: conference paper -
PublicationType: conference paper
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PublicationFormal and Informal Controls as Complements or Substitutes? The Role of the Task EnvironmentThis study contrasts the substitution logic advanced by the traditional organizational control view with the complementarity logic inherent in the more recent, holistic organizational control view. We examine whether formal and informal behavior and outcome controls act as complements or substitutes for each other in their effects on performance outcomes, and whether any such interaction will be stable across different organizational contexts or subject to contextual contingencies. Our empirical analysis of 184 strategic initiatives conducted by firms across a variety of industries provides broad support for the holistic view and the positive impact of a complementary use of formal and informal behavior control as well as formal and informal outcome control on initiative performance.Type: conference paper
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PublicationOrganizational Complexity Attributes and Performance during Economic Shocks: An Activity System ViewThis study extends both complexity literature and research on exogenous shocks by examining how firms' ex-ante complexity attributes influence immediate and long-term performance in the presence of specific environmental stimuli and whether this effect varies according to type of stimulus. Taking a sample of publicly-traded U.S. bank hold-ing companies, and drawing on the activity systems view of the firm, we propose that three system-wide complexity attributes- (1) concentration, (2) task complexity, and (3) opacity of activities-influence performance outcomes after exogenous shocks. We propose that those effects differ by type of shock, i.e. whether the shock relaxes (deregulation) or tightens environmental constraints (market shock) and study the Gramm-Leach-Bliley-Act in 1999 and the financial crisis with the bankruptcy of Lehman Brothers in 2008 respectively. We find partial support for our hypotheses.Type: conference paper
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PublicationAn Agenda for Organizational Control Research: Looking through the Kaleidoscope of the Past and PresentDuring the past 50 years, a substantial array of research on organizational control has been conducted in management. In spite of its historical prominence in strategic management and organization theory, control research has not been sufficiently cumulative. Organizational forms and environments have changed dramatically since theories concerning organizational control were developed, yet our theories and empirical research have not kept pace with the dramatic changes of our twentyfirst century. The purpose of this review is to make sense of this old, but fragmented research and to identify building blocks, critical relationships, trends, and a roadmap for future research.Type: conference paper
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PublicationInformal Control in Volunteer Work Teams - the Role of Clan and Peer Controls for Volunteer Satisfaction and Turnover(EIASM European Institute for Advanced Studies in Management, 2013-09-19)Kreutzer, KarinInformal organizational control's role, while not extensively studied, has been said to be increasingly important - especially in contexts in which formal power, formal incentives and rewards are not prevalent - in volunteer organizations. We are interested in how non-governmental organizations (NGOs) can reduce volunteers' turnover by inducing an informal clan control in their organization. We propose that clan control positively influences both volunteer job satisfaction and satisfaction of relatedness of needs, argued to be important indicators of how likely these volunteers will remain engaged in the organization - and that these links are partly mediated by the induced behavior of volunteers in teams, specifically, the lateral monitoring, i.e. the informal peer control that results. We selected volunteers in a children's rights NGO with almost 3,000 volunteers in Germany to empirically test our model. This NGO organizes its volunteer work in 175 regional volunteer groups, each headed by a group leader. Test results of structural equation modeling provide evidence that direct and indirect peer control indeed act as partial mediators of clan control's link to satisfaction and thereby turnover intention in our sample of more than 600 volunteers. While direct peer control partly mediates clan control's link to job satisfaction and satisfaction of relatedness needs, indirect peer control partly mediates clan control's link to satisfaction of relatedness needs. Implications for NGOs building on volunteer work and future research are discussed.Type: conference paper
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PublicationInternational Business Model Replication - The Role of Contextuality of Inter-Firm ActivitiesThe capability to replicate and adapt one's own business model to foreign markets represents a key driver of international growth and firm success. In this paper, we examine the role of contextuality of inter-firm activities, i.e., the extent to which a firm's activities are influenced by the activities of external partners, as well as their complementarity for international business model replication, by studying the internationalization of Klarna AB, a young Swedish venture that offers complementary payment solutions to online shops. Our preliminary findings suggest that contextuality, complementarity, and a firm's dependence on it influence the adequate replication approach, the required extent of local adaption, the ability of the replicator to appropriate a share of the profits, and the need for alignment of inter-firm activities.Type: conference paper
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