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Reuter, Emmanuelle
Nom
Reuter, Emmanuelle
Affiliation principale
Fonction
Professeure assistante en management de l'innovation
Email
emmanuelle.reuter@unine.ch
Identifiants
Résultat de la recherche
Voici les éléments 1 - 10 sur 27
- PublicationAccès libreStrategic leaders' ecosystem vision formation and digital transformation: A motivated interactional lens(2023)
; Steven FloydThe question of why and how strategic leaders differ in the ecosystems they envision is central to firms' digital transformation. We unpack the cognitive microfoundations of how strategic leaders form their ecosystem vision—a mental model of a firm's multilateral complementarities with its partners to realize a value proposition. Our motivated interactional lens emphasizes the role of strategic leaders' cognitive motivation for shaping four interaction types with (prospective) partners: participatory, selective, collaborative, and reclusive. We theorize how these interactions shape the changes strategic leaders make in their mental models, and thus, to envision different levels and types of complementarities with (prospective) partners in the digital transformation. Our theory illuminates the roles of strategic leaders, their cognitive motivations, and social interactions in firms' ecosystem leadership. Managerial Summary: Digital transformation is an ecosystem challenge for incumbent firms. As part of their ecosystem leadership, strategic leaders need to form a vision of how to complement their value offerings with (prospective) partners' offerings. This vision, in turn, can affect the types of ecosystems they enact. We develop a theoretical model that emphasizes the role of strategic leaders' cognitive motivation for the interactions they engage in with (prospective) partners and for the types of ecosystem visions they form as a result. - PublicationAccès libreBusiness Models for Sustainable Technology: Strategic Re-Framing and Business Model Schema Change in Internal Corporate Venturing(2022-8-22)
; Krauspe, TaoEstablished firms often develop new businesses through internal corporate venturing (ICV), for instance, to capture value from novel sustainable technologies. We illuminate the early definition stage of ICV’s by asking: When and how business model schemas—that is, managerial understandings of how value is created and captured—change in ICV? We conduct a qualitative, embedded case study of the change in a business model schema for e-mobility in a Swiss utility’s ICV. We uncover a key trigger: strategic re-framing—the active re-formulation of the definition of a given situation within ICV–top manager interactions. The strategic re-framing’s specificity level provokes either schema restrictions or expansions via the distinct accommodation practices it induces. Our theoretical model of business model schema change contributes to the literatures on managerial cognition, business models, and ICV, suggesting that business model schema change in ICV is a semi-autonomous process that involves both independent and joint endeavors. - PublicationMétadonnées seulementCerrejón and Colombia’s Guajira region: From protracted company-community conflict to earning a social license to operate?(2022-5-2)
; Cerrejon, a large-scale open-pit coal mine in Colombia that started operating in the early 1980s, has received multiple national awards and recognition for the various corporate social responsibility (CSR) initiatives and programs it has implemented in recent years. Despite these initiatives, however, Cerrejon faces increasing stakeholder claims and continues to have conflictive relationships with local communities owing to differing interests relating to the use, management, appropriation, utilization, exploration, exploitation, conservation, and protection of environmental resources. The case documents the history of the relationship between Cerrejon and local communities. It introduces the mine’s history and of Cerrejon's mining and CSR activities. It traces the company's management of its social and environmental impacts in light of the applicable international standards. The case sheds particular light on the issues that underpin the company's conflictive relationship with local communities, who have a stake in the territory exploited by the company's mining activities. The case concludes with open questions concerning how Cerrejon, having increased its CSR activities while facing increased stakeholder claims, should continue to manage its relationship with local communities, to maintain or achieve a 'social license to operate' going forward. - PublicationMétadonnées seulement
- PublicationAccès libreBusiness Models For Sustainable Technology: Strategic Re-Framing And Business Model Schema Change In Internal Corporate Venturing(2022)
; Tao KrauspeEstablished firms often develop new businesses through internal corporate venturing (ICV), for instance, to capture value from novel sustainable technologies. We illuminate the early definition stage of ICV’s by asking: When and how business model schemas—that is, managerial understandings of how value is created and captured—change in ICV? We conduct a qualitative, embedded case study of the change in a business model schema for e-mobility in a Swiss utility’s ICV. We uncover a key trigger: strategic re-framing—the active re-formulation of the definition of a given situation within ICV–top manager interactions. The strategic re-framing’s specificity level provokes either schema restrictions or expansions via the distinct accommodation practices it induces. Our theoretical model of business model schema change contributes to the literatures on managerial cognition, business models, and ICV, suggesting that business model schema change in ICV is a semi-autonomous process that involves both independent and joint endeavors. - PublicationAccès libreHybrid business models in the sharing economy: The role of business model design for managing the environmental paradox(2021-11-15)With the primary emphasis on the tensions that platform organizations face between both for-profit and environmental value-creation goals, we know very little about the managerial drivers and mechanisms through which they realize multiple goals. Based on a qualitative, inductive case study of a UK-based digital platform's business model, we uncover the role of business model design. We find that the emphasis managers put on either the redistribution or the accessibility design theme shapes the environmental and financial value-creation, respectively and that a hybrid business model (i.e., realizing both for-profit and for-purpose value-creation) hinges on their integration. Two managerial drivers—strategic synergies and dynamic coupling—enable platform organizations to increase integration. We contribute to the literatures on hybrid business models, paradox, and business models for sustainability, suggesting that digital platforms not only create, but can actively manage the environmental paradox by integrating multiple design themes within hybrid business models.
- PublicationMétadonnées seulementEaaS: Electricity as a Service?(2019-1-30)
- PublicationMétadonnées seulementWhy is the Grass Greener on the Other Side? The Impact of Decision Modes on Investment Decisions(2019-1-30)
- PublicationMétadonnées seulementDigital Business Models for Local and Micro Power MarketsLocal power markets constitute one of the most radical transformations in the current energy system: integrating renewable energy and selling it at the source of generation. This chapter focuses on business model opportunities in local power markets and on the factors that predict the models' diffusion and acceptance by local citizens. Based on EMPOWER's local power market design, it describes two ideal-type business models. The first focuses on a platform that is hosted by a distribution system operator. It outlines a business model in which a host company acts as platform provider for individual customers. The second model showcases a business model that targets cooperatives as the customer segment and host of the platform. Social acceptance is a major predictor of business model success. An important aspect of more-sided digital business models is the process of co‐creating value.
- PublicationMétadonnées seulementCorporate Strategies to Defend Social Irresponsibility: A Typology of Symbolic and Substantive TacticsSocial responsibility issues arise as stakeholders perceive and articulate a mismatch between the organization’s current way of functioning and the existing expectations of what socially responsible or normatively appropriate behavior would be. While such issues may exist in any organization, when they become salient, they have the potential to have fundamentally negative consequences for organizations, for instance, declining sales, increased costs of capital, negative reputation, loss of partner support, etc. Much prior research uncovered how organizations manage the saliency of social responsibility issues in social responsibility–congruent ways, that is, by creating positive externalities for society. In this chapter, we address how organizations act to manipulate the saliency of stakeholders’ perceptions by remaining “socially irresponsible.” We argue that organizations may skillfully use different types of impression management strategies—proactive discursive defense, proactive material defense, reactive discursive defense, reactive material defense—to avert the salience of social responsibility issues. These strategies are illustrated with case examples.
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