Professeure assistante en management de l'innovation
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- PublicationMétadonnées seulementCorporate Strategies to Defend Social Irresponsibility: A Typology of Symbolic and Substantive Tactics(Cham: Springer, 2019)
;Ueberbacher, FlorianSocial 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.
- PublicationMétadonnées seulementDigital Business Models for Local and Micro Power Markets(New York: Wiley, 2019)
; ;Loock, MoritzCousse, JuliaLocal 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 seulementQuantitative methods in strategy-as-practice research(Cambridge: Cambridge University Press, 2015)
;Laamanen, Tomi ; ;Schimmer, Markus ;Ueberbacher, FlorianWelchGuerra, XenaWhile most of the prior work in the strategy-as-practice research stream has been conceptual or qualitative in nature, there is also potential in researching strategy practices quantitatively. There are a number of different benefits that can be gained in comparison to a solely qualitative research orientation. Qualitative methods have advanced the strategic management field with groundbreaking theoretical and empirical insights. Their importance in theory-building is uncontestable, as demonstrated by some of the highly influential qualitative articles from our field (for example, Barley 1986; Brown and Eisenhardt 1997; Burgelman 1983b). Despite these advantages, however, the reliance on a single dominant research method can also be constraining. A broader range of methods may be useful in examining the macro-level patterns emerging from the micro-level data, for establishing boundary conditions or in showing that the qualitative insights also have broader generalizability (Edmondson and McManus 2007). Moreover, the innovative use of quantitative methods could also lead to the emergence of novel insights that might not be achievable with purely qualitative research designs. Strategy-as-practice research has historically had a strong reliance on qualitative data and related research designs in order to go deeper in understanding the micro-level strategy practices that the dominating quantitative research methods could not capture. Bacause of this important mission, an epistemic culture has emerged around the study of strategy practices over time. The term ‘epistemic culture’ refers to how a research community generates knowledge. It is an implicit property, and can be inferred from the dominant research practices at work in a research stream (Knorr Cetina 1999). The epistemic culture of strategy-as-practice research has been strongly influenced by sociological practice theory, in which the use of qualitative research methods has been particularly prominent. While the epistemic culture of a research stream plays a strong role in the choice of a research method, we argue that the maturity of the research focus should also drive decisions on the choice of appropriate research methods. For example, the life cycle perspective distinguishes early, intermediate and mature stages in a research field's life cycle (Edmondson and McManus 2007): At the early stage of a new research field, theory and paradigm development tend to favour inductive theory-building. This stage is typically associated with qualitative methods to develop the foundational concepts and relationships.