Chair of Strategic Management, Innovation, and Entrepreneurship
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Research

Research

Our Research

The research of our Chair integrates a broad set of empirical research methods and strategies (conceptual, large-scale quantitative, qualitative case studies) to contribute to current interdisciplinary conversations within the scientific community.

In almost all our studies, we collaborate with a wide network of partners both in Germany and abroad. Particularly longstanding relationships link us with Prof. Dr. Albrecht Enders (IMD, Lausanne), Prof. Dr. h.c. Donald Hambrick, PhD (Penn State University), Prof. Leah Omilion-Hodges (Western Michigan University), Prof. Dr. Tim Quigley (University of Georgia), Prof. Dr. Harald Hungenberg (University of Erlangen-Nuremberg, Germany), Dr. Nadine Kammerlander (WHU - Otto Beisheim School of Management), Christophe Boone, PhD (University of Antwerp, Belgium), Carol Saunders, PhD (University of Central Florida), Prof. Dr. Torsten Wulf (Philipps-University of Marburg), Prof. Dr. Stephan Stubner (HHL Leipzig), Prof. Theresa S. Cho (Seoul National University), Prof. Jonathan Bundy (Arizona State University), Prof. Mark Wickham (University of Tasmania), Prof. Nathan Hiller (Florida International University), McKinsey & Company as well as Dr. Theo and Friedl Schöller Research Center for Business and Society. We maintain these and other research partnerships through conference visits and all sorts of other personal exchange.

At the core of our inquiries lies the understanding of empirical management research as a practice-oriented science. Accordingly, a large number of research projects are carried out in cooperation with partners from various industries. The Chair’s objective is to deepen and extend the relationship with practitioners through research and knowledge transfer.

Currently, members of our Chair focus particularly on three main topics:

How do organizations act in the context of discontinuous strategic and technological innovations, and what influence does this adaptation behavior have on organizational success?

How do organizations act in the context of discontinuous strategic and technological innovations, and what influence does this adaptation behavior have on organizational success?

Again and again, established organizations have great difficulty in adapting internal systems, processes and structures to discontinuous change. The problems of publishers, educational institutions and commercial enterprises to adapt to online-based media and e-commerce as well as the difficulties that established airlines show in the integration of no-frills business models, are exemplifying this problem.

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How do executives’ personalities, as reflected in the word use of these managers, affect strategic decision making and innovation in large organizations?

How do executives’ personalities, as reflected in the word use of these managers, affect strategic decision making and innovation in large organizations?

One of the central tenets of strategic management research is that top managers’ characteristics influence their decision making behavior and, in turn, organizational outcomes. However, opening the black box of corporate leaders’ minds and exploring their characters and personalities has shown to be highly challenging.

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How does the social and consumption-related behavior of individuals develop through new media, especially social networks, and what impact do these changes have on enterprises and society?

How does the social and consumption-related behavior of individuals develop through new media, especially social networks, and what impact do these changes have on enterprises and society?

Hardly any technological developments have had economic and social impact as profound as digitization and internet-based networking. To study these effects, our Chair collaborates closely with McKinsey & Company.

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