Nadine Kammerlander
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Prof. Dr.
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Kammerlander
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Nadine
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  • Publication
    Exploration and Exploitation in Established Small and Medium-sized Enterprises: The Effect of CEOs' Regulatory Focus
    (Elsevier Science Publ., 2015-07-01)
    Kammerlander, Nadine
    ;
    Burger, Dominik
    ;
    Fust, Alexander
    ;
    Fueglistaller, Urs
    Based on theory of regulatory focus and organizational ambidexterity, we hypothesize that the level of engagement in exploration and exploitation in a small or medium-sized enterprise (SME) is affected by the respective CEO's chronic regulatory focus. In our analysis of survey responses from CEOs in Switzerland, we find that the CEO's level of promotion focus positively affects the firm's engagement in both, exploration and exploitation, while the CEO's prevention focus is negatively associated with the firm's exploration but not significantly related to its exploitation. The positive associations between a CEO's promotion focus and the firm's exploration/exploitation activities are enhanced under conditions of intense competition.
    Type: journal article
    Journal: Journal of Business Venturing
    Volume: 30
    Issue: 4
    DOI: 10.1016/j.jbusvent.2014.09.004
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106209
    Scopus© Citations 138
  • Publication
    The Impact of Storytelling on Innovation: a Multi Case Study
    (Academy of Management, 2015-01)
    Kammerlander, Nadine
    ;
    Dessi, Cinzia
    ;
    Bird, Miriam
    ;
    Floris, Michela
    The founder’s values and beliefs are often determinant for family business’ later organizational path and as such affect the organization’s level of innovation. Building on recent research that has identified storytelling as an important means to imprint the founder’s values and beliefs, we apply a multi-case research design to investigate how different foci of those stories affect a family firm’s level of innovation. We suggest that founder-centered stories entail a focus on decisions that match with the founder’s values, hierarchical decision-making, and destructive conflicts, which ultimately lead to low levels of innovation. To the contrary, family-centered stories free family members in their decision-making and entail a collaborative decision-making characterized by low levels of conflicts. As a result, those firms have higher levels of innovation as compared to firms with founder-centered stories. We summarize our findings in a model of path creation in family firms.
    Type: journal article
    Journal: Academy of Management Proceedings
    Issue: 1
    DOI: 10.5465/AMBPP.2015.66
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106855
    Scopus© Citations 1