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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 25
- 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.
- 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 seulementOvercoming Cognitive Inertia: The Role of Epistemic Motivation for Second-order Learning(2013-8-9)
; Floyd, StevenPrior Population Ecology and Carnegie perspectives point to the social, individual, largely cognitive inertial forces that managers need to overcome in order to circumvent selective pressures. To address this issue this paper treats cognitive inertia as a liability of prior beliefs, to theorize on how beliefs and reasoning strategies come to be updated over time. Drawing from social-cognitive Dual Process Theories of Motivated Reasoning, this paper outlines determinants (cognitive ability and epistemic motivation) and a process model of second-order learning, where managers sometimes learn to overcome the liability of prior beliefs through reflective reasoning. Contributions to adaptive cognition, microfoundations of capabilities, and of collective inertia research are intended to be made. - PublicationMétadonnées seulementTiming-based business models for flexibility creation(University of St. Gallen Empower project, 2015-9-27)
; Adank, Andri - PublicationMétadonnées seulementTransnational Institutional Conflict and Deinstitutionalization of the Swiss Banking Secrecy(2017-11-30)
; Ueberbacher, FlorianFrom our case study on the deinstitutionalization of the Swiss banking secrecy, we developed a grounded process theory on how transnational institutional conflict leads to the deinstitutionalization of a national institution. Our theory suggests that deinstitutionalization unfolds through an interactive conflict process with four sequential practices of national actors’ resistance and transnational challengers’ power use. Our model highlights that when a national institution is problematized by transnational challengers, national institutional guardians' attempts at protecting the supremacy of the national institution can have important unintended consequences: On the one hand, by inducing feelings of safety among incumbent organiza-tions, guardians’ protection work can motivate incumbent organizations to circumvent the demands of transnational challengers. On the other hand, by inducing feelings of outrage among transnational challengers, protection work can lead these challengers to escalate the institutional conflict. Together, these developments can provoke institutional breaches and contribute to deinstitutionalization of a national institution. - PublicationMétadonnées seulementEaaS: Electricity as a Service?(2019-1-30)
- PublicationMétadonnées seulement
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