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Thorsten Reiter
Title
Dr.
Last Name
Reiter
First name
Thorsten
Email
thorsten.reiter@unisg.ch
Phone
+41 71 224 7623
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1 - 5 of 5
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PublicationErosion Differences between Dynamic and Ordinary Capabilities: An ontological continuum perspective of micro-foundational routine characteristics and their implications for the macro-phenomenon of capability erosionThe Dynamic Capability construct has provided valuable insights into performance differences between firms but remained highly disputed specifically in its relations to and separations from related constructs such as Ordinary Capabilities and organizational routines. So far, Dynamic Capability Erosion has not been analyzed despite its potential to provide explanations with respect to both conceptual differences between the different constructs and differences in firm performance. We therefore ask: “Why and how do Ordinary and Dynamic Capabilities erode differently from one another?” By bridging micro-foundational observations on routine characteristics from a practice perspective and their macro-phenomenal capability counterparts from a capability perspective, we propose that when compared to Ordinary Capabilities, Dynamic Capabilities once eroded take a longer time to be restored, their erosion is being noticed significantly later and they follow an irregular erosion pattern. We sustain our propositions by contrasting an innovation and a product development process, therefore not only contributing to the capability and organizational routine literature but also to the field of innovation and product development.Type: journal articleJournal: Academy of Management ProceedingsVolume: 2018Issue: 1
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PublicationType: conference paper
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PublicationType: book
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PublicationSHAPING A MOBILITY ECOSYSTEM: THE CASE OF CAR2GO IN CHINA(University of St. Gallen, 2018-11-12)This case study focuses on the creation and management of Daimler's mobility ecosystem in China. It analyzes how the German car manufacturer rolled out its ecosystem strategy in China and managed to establish a car-sharing platform with multiple partners. Daimler adapted its strategy from a station-based to free-floating car sharing and had to deal with different ecosystem partners to succeed over time. The case discusses the underlying business models, competitive strategies to respond to local rivals, and the impacts of future megatrends on Daimler's 'car2go' ecosystem. It ends with a discussion of future challenges for Daimler, including possible collaboration with BMW's 'ReachNow' and Geely's ride hailing service Cao Cao. The case is suited to discuss the benefits and challenges of ecosystem strategies from a strategic management angle, both for undergraduate and MBA classes.Type: case studyIssue: 318-0293-1