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Lehrstuhlbericht
(2010)
Activity report
(2013)
Activity report
(2014)
Annual report
(2015)
Activity report
(2016)
Logistik, Produktion und Vertrieb im Spannungsfeld von abteilungsübergreifenden Zielkonflikten
(2016)
FMCG marketing and sales
(2015)
Activity report
(2012)
Geschäftsbericht 2014/2015
(2015)
Annual report
(2016)
Activity report
(2015)
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(2015)
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(2015)
Activity Report
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(2015)
Activity report
(2015)
Activity report
(2015)
Activity Report
(2014)
Any innovation process naturally goes hand in hand with a strong potential for failure. Up to as many as 90% of all innovation projects fall to termination before their successful completion, with even higher termination rates in the pharmaceutical industry. Such terminations can have detrimental effects on the project members involved. Yet, surprisingly, as project members make up the most important reason for the success of innovations, research has hitherto scarcely noted the human side of innovation project terminations. Consequently, this study aims to analyze how to retain the innovative functioning of project members after such setbacks.
This dissertation develops a framework to study the processes involved and analyze the influence of termination characteristics on project members. Resilience, or positive adaptation despite adversity, serves as the dissertation’s underlying framework and is adapted to the innovation context. To measure the resilience of project members after termination and to analyze the influence of termination characteristics on resilience, this dissertation develops the resilience construct innovator resilience potential (IRP), embedded in the innovator resilience (IR) framework. Herein, IRP stands for the potential in individuals for future innovative functioning and coping with future setbacks. The IRP construct consists of six malleable facets: self-efficacy, outcome expectancy, hope, optimism, self-esteem, and risk propensity.
This dissertation theoretically develops and tests this definition and operationalization of IRP in a qualitative and a quantitative study. The qualitative study was conducted in a world-wide operating hospitality company that underwent a large-scale innovation project termination. The quantitative field study took place as an online questionnaire that 238 innovators completed entirely (180 innovators had experienced an innovation project termination). A total of 326 innovators completed the first part of the questionnaire regarding IRP. After developing IRP in the qualitative study, it became operationalized, tested, and validated in the quantitative study. Furthermore, the quantitative field study tested the relationship of IRP with future innovative functioning, which has great importance for the success of future innovation projects. A second step identifies factors influencing IRP.
The outcomes of the quantitative field study show that IRP strongly relates to project commitment, which represents future innovative functioning of project members, as project commitment is important for the success of innovation projects. The strong relationship hinges on having experienced a termination beforehand. Therefore, IRP is important in the ongoing work of innovators following an innovation project termination. It is thus important to strengthen IRP after a termination, as this has a strong relationship with project commitment and as such future innovative functioning. Furthermore, this dissertation identifies social support as an influencing factor on IRP. More precisely, emotional support of the leader and organizational support provided through a climate of psychological safety strongly relate to IRP. In contrast, the support from family and friends does not relate to IRP. The dissertation found only work-related social support to strongly influence IRP. These findings result in theoretical and practical implications on how best to support project members during and after an innovation project termination.
In addition, the general practical discussion of this dissertation presents five steps leading to IRP and guidelines for a post termination debriefing to provide leaders with practical advice. The theoretical findings suggest that IRP can be used to measure the influence of innovation project terminations on project members and that IRP is important for future innovative functioning and for future coping of project members. The findings build the basis for future research in this nascent research field.
Innovators' careers
(2013)
The success or failure of most organizations is heavily dependent on innovation. However, this innovation is only possible through a special group of employees: the socalled innovators. These scientists, researchers, and developers are vital for the innovativeness of the organization. In my dissertation, I examine innovators’ careers from their organization’s point of view. In particular, my objective is to develop a more balanced approach to innovators’ careers than is offered in the contemporary career management literature. Some researchers argue that organizational career management has become more important because of the war for talent, whereas others postulate that organizations withdraw from career management because of the changing definitions of a career. These contrasting viewpoints leave organizations without a clear guideline for managing their key players’ careers. In order to provide such a guideline, in this thesis I address three central research questions by drawing on a cross-level sample of 625 innovators and 37 HR (human resources) managers from 37 organizations.
First, I analyze why some innovators leave their technical field of specialization to become managers. The results reveal that new career attitudes and organizational culture have an influence. More specifically, innovators with a self-directed career attitude, a boundaryless mindset, and a preference for organizational mobility often have a high managerial orientation, whereas the opposite is the case for innovators with a more valuesoriented career attitude. Furthermore, it is more likely in organizations with a supportive and collaborative culture that innovators will want to advance their career in a management position than in organizations with a culture in favor of innovativeness, power sharing, and
learning and development.
Second, I investigate whether organizational career management can still influence innovators’ careers. My results reveal that this is the case. In particular, they show that organizations should apply their organizational career management intensively, but should refrain from using too many practices and from further diversifying an already intensively applied organizational career management. Moreover, my study indicates that organizations profit from increasing innovators’ perceived career management support because it boosts the match between individual and organizational career plans.
Third, I examine how organizations can use dual ladders to raise innovators’ organizational commitment and career satisfaction. I identify the perceived recognition and transparency of the dual ladder as factors integral to the success of this career management instrument. My analyses illustrate that both are positively related to innovators’ organizational commitment and career satisfaction. In addition, my results reveal that selfdirected career management weakens the positive relationships between the perceived recognition of the dual ladder and organizational commitment and career satisfaction. Based on the conceptual arguments and empirical results, I provide recommendations for organizations on how to handle innovators’ careers in the era of the new career. Therefore, I provide easy-to-use guidelines on how to keep innovators in their technical
positions and roles, how to use organizational career management, and how to make dual ladders work. Last, but not least, I focus on the limitations of my study and point to future research possibilities.
Dispersed innovation teams rely upon team members who share leadership responsibilities to attain high levels of team performance. Although this concept of team shared leadership is receiving increasing attention, this dissertation shows that especially research on team-level antecedents of shared leadership has major deficits regarding a basic framework for analyzing antecedents, depth of theory, context-specific arguments, and empirical validation. This dissertation tries to fill these research gaps, thus shedding light on the question: How can we foster the important process of shared leadership in dispersed innovation teams?
This dissertation introduces a theoretical framework into shared leadership literature to structure the antecedents of shared leadership according to their mode of functioning. As such, this dissertation argues for the first time that to establish high levels of team shared leadership the basic dimensions of motivation, opportunity, and ability for shared leadership should be addressed (motivation-opportunity-ability framework or MOA framework). Based on this notion team-level antecedents providing motivation, opportunity, and ability for shared leadership are operationalized and hypothesized as antecedents of shared leadership in dispersed innovation teams using acknowledged theories. Moreover, all discussed hypotheses are verified in a sample of 96 dispersed real work teams with innovative software tasks. Thereby, empirical results are drawn from 96 team leader responses (used to assess team-level antecedents of team shared leadership) and 337 team member responses (used to assess team shared leadership).
Motivation for Team Shared Leadership. Based on the perspective of shared leadership as a risk-taking behavior for team members in dispersed innovation teams, trustworthiness is argued as a facilitator of the willingness, thus motivation to engage in risky shared leadership actions with others. This argumentation based on trust theory was supported by empirical results showing that team member trustworthiness in terms of benevolence and integrity was positively related to team shared leadership. Surprisingly, the proposed positive relationship between ability-based trustworthiness and shared leadership could not be confirmed, thus ability-based trustworthiness could not be validated as a facilitator of shared leadership in dispersed innovation teams.
Opportunity for Team Shared Leadership. Opportunity for team shared leadership is addressed by discussing team reflexivity as an antecedent of shared leadership in dispersed
innovation teams. Team reflexivity is argued as opportunity providing antecedent of shared leadership as it gives team members a clear information basis in the complex and constantly changing environment of dispersed innovation teams, thus making leadership needs identifiable. In support of this argumentation based on goal setting theory and shared mental model theory team reflexivity was positively related to team shared leadership. Thereby, the relationship between team reflexivity and shared leadership could be shown as even stronger under conditions of high team role breadth self-efficacy and high team empowerment.
Ability for Team Shared Leadership. Ability for shared leadership is addressed in terms of social and project management skills. These two skills are argued as basic and
complementary skills needed for shared leadership in dispersed innovation teams based on socio-technical systems theory. Underscoring the importance of interpersonal competence
the empirical analysis showed that social skills were strongly positively related to team shared leadership. Contrary to the hypothesis of this study project management skills were not related to team shared leadership.
Structural Team Properties and Team Shared Leadership. Moreover, several structural team properties are discussed as team-level antecedents of shared leadership, namely female ratio, mean age, age diversity, and national diversity. Thereby, structural team properties are argued as potentially affecting team shared leadership through several
MOA dimensions. In the empirical analyses female ratio was positively related to shared leadership in dispersed innovation teams, while mean age was negatively related. Age
diversity showed no significant relationship and national diversity was marginally positively related to shared leadership in dispersed innovation teams. Based on these findings, important implications for practice, related to the three stages of a project team (establishment, forming, and performing stage), are provided. As such, team leaders of dispersed innovation teams is given a check-list of how to foster shared leadership in dispersed innovation teams based on the results of this dissertation. Future research is especially suggested regarding the “non-findings” of this dissertation, interaction effects, additional team-level antecedents, the vertical team leader’s role within shared leadership evolvement, antecedents of shared leadership in other contexts, and other levels of antecedents (e.g., organizational-level antecedents).
Innovations have become essential drivers of success for companies in most industries. However, innovative efforts often fail due to a lack of internal support. Past research has shown that internal resistance arises when employees perceive innovations as threatening the core of the organization, its identity. How employees can be led to identify with much innovations has remained largely unsolved. Drawing on organizational psychology, this study proposes a new conceptual framework which includes an in-depth understanding of employee identification with innovations, its identity-related antecedents and its consequences. The framework is tested by means of large-scale empirical studies among more than 150 members of a leading healthcare organization. Results indicate that the proposed framework has high explanatory power for employee identification with innovations, employee behaviours and the innovations’ success in the market. Based on these results, an innovation-identity toolkit is derived which enables executives to systematically pursue identification management and integrate it into their innovation management practice. Accordingly, the present book is relevant for both academics and managers in the fields of organizational behaviour and innovation management.
Past research has identified innovation portfolio management as a key success factor for a firm’s new product development process. However, the relevant literature falls short in considering the strategic scope of innovation portfolio decision-making. To take a first step in this direction, Marcel Coulon defines the construct of ‘portfolio orientation’ as a strategic orientation. He develops a conceptual framework to identify performance effects of portfolio-oriented decision-making for new product development programs. Based on data of more than 200 German companies, he presents three papers. First, he addresses contingencies for portfolio orientation effectiveness to help understand interactions of formal innovation management with new product development issues inside and outside firm boundaries. Second, he identifies best performing portfolio types for specific levels of portfolio management formalization. Third, a variety of antecedents and their impact on a firm’s portfolio orientation are presented. Accordingly, the book is equally relevant for practitioners and academics in the fields of research and development management and innovation management, as well as strategic marketing management.
Supply chain risk management
(2012)
The present dissertation applies findings from the field of cognitive psychology to the business context. Specifically, it examines the influence of different types of similarity on decisions in the areas of innovation and strategy. Similarity and related concepts, such as strategic fit, play an important role in these fields, such as when generating or assessing the value of ideas. However, recent findings in cognitive psychology, indicating that a purely taxonomic, traditional model of similarity does not capture the entire picture of similarity, have widely been ignored in the business context.
Two entities are taxonomically similar if they belong to the same category based on features they share (e.g., dog and cat). In contrast, entities are thematically similar if they co-occur or interact in the same scenario or event (e.g., dog and bone). Thematic thinking builds on the latter type of similarity. The present dissertation focuses on the role thematic similarity plays in managerial decision making and takes the first steps toward establishing thematic thinking as a business-relevant concept, using a multi-study approach. After explaining the conceptual basis of thematic thinking, hypotheses are derived and tested, using four different samples of field data and applying different methods of data collection. The main body of the dissertation comprises four empirical studies.
The first study that is presented examines individual antecedents and outcomes of thematic thinking based on a sample using survey data from 199 individuals. Positive affect and experience are shown to be positively related to thematic thinking. A negative relationship is postulated for thematic thinking and formal education; the relationship found is indeed negative, yet not significant. The empirical findings related to the outcomes of thematic thinking turn out to be the opposite of the postulated relationships: creativity is found to be significantly negatively related to thematic thinking, while adaptation is significantly positively related to it.
The second empirical study investigates the relationship between thematic thinking and individual performance within the research and development (R&D) context. The findings are based on a sample of 172 R&D professionals. As hypothesized, a significant positive relationship between thematic thinking and innovativeness as well as job performance are hown. The relationship between thematic thinking and job performance is mediated by innovativeness. Furthermore, post-hoc analyses reveal that the relationship between thematic thinking and job performance is moderated by political skill.
Managerial Intentionality
(2013)
Private banking rating
(2013)
Hedging retail promotions
(2012)
Bank earnings management
(2010)
Die Erwartungen in eine gelungene Kooperation von Logistik und Vertrieb sind hoch. Besonders die Umsetzung von modernen Supply Chain Management Konzepten treibt diese Erwartungen. Ein erhöhter Kooperationsbedarf ergibt sich hier nicht nur aus der Anforderung, reibungslose Abläufe zwischen den Bereichen sicherzustellen. Eine gelungene Kooperation von Logistik und Vertrieb birgt vielmehr das Potenzial, eine hohe Leistung im Kundenservice vermarkten zu können und diese letztlich als Wettbewerbsvorteil auszubauen. In der Praxis gestaltet sich die Umsetzung von Kooperation jedoch häufi g als schwierig. Somit stellt sich die Frage, welche Faktoren die Kooperation an der
Schnittstelle beider Bereiche in positiver und negativer Weise beeinflussen.
Auf Basis einer empirischen Studie mit Antworten von 347 Managern aus Logistik und Vertrieb verschiedener Branchen untersucht die vorliegende Arbeit Einfl ussfaktoren der Kooperation. Dazu werden kooperationsfördernde Mechanismen auf ihre Wirksamkeit hin überprüft. Außerdem werden grundlegende Orientierungen und Kompetenzen von Logistik und Vertrieb an der Schnittstelle beider Abteilungen in ihren Wirkungen betrachtet. Diese sogenannten Thought Worlds sind die Konsequenz einer notwendigen Spezialisierung der Bereiche und prägen deren Arbeitsweisen und Prioritäten. Sie erweisen sich jedoch in der Zusammenarbeit vielfach als beeinträchtigend. Darüber hinaus werden Ansatzpunkte aufgezeigt, um die Kooperation und den gemeinsamen Erfolg von Logistik und Vertrieb zu erhöhen.
Past research has identified that innovation portfolio management is about efficiently managing the right innovation portfolio projects. However, the relevant literature has fairly unobserved decision processes which help to maximize the value of the entire innovation portfolio. This work analyzed decision procedures within the context of innovation portfolio management; especially, the project go/stop-decision processes. Founded on a theoretical basis two decision making experiments were developed and a distinct set of hypotheses by two large-scale experimental studies were tested.
The present work is aimed at making a valuable contribution to conceptual research about decision making in the context of innovation portfolio management, and the experimental based research field. The results of these studies help to get a detailed understanding of the decision making processes and may lead to a better understanding of project management within an innovation portfolio by firms and by decision makers in general.
In many situations, firms have an incentive to charge different prices to different consumers. A price discrimination strategy aims at exploiting differences in consumers' willingness to pay in order to increase the firm's profit. At the same time, consumers often evaluate a purchase transaction with respect to the perceived (un)fairness regarding the terms of the transaction, prices or qualities provided. If consumers are inequity averse to the extent that they care about whether other customers pay a lower relative price per quality, a quality based price discrimination may turn out less profitable than if consumers act selfishly.
The dissertation project analyzes the impact of consumer social preferences on the implementation of different pricing strategies in monopolistic and duopolistic markets. It accounts for asymmetrically distributed information about product quality and emphasizes the optimal signaling strategies in a monopoly. Additionally, quality-based price discrimination is identified as the optimal strategy to eliminate potential competition under perfect information. In the context of third-degree price discrimination, the effect of inequity aversion on quality choices is analyzed.
Experimental studies on risk preferences, investment risk disclosure, and motives for risk-taking
(2014)
CO2 hedging for airlines
(2012)
Supply chain fit
(2009)
Open-ended property funds
(2011)
A bibliometric analysis of research published in the major accounting journals from 1990-2007
(2011)
Élite role and context
(2011)
Die vorliegende Arbeit beschäftigt sich damit, wie die Wissensnutzung in verteilten Teams gefördert werden kann. Wissen ist heutzutage eine der wichtigsten Ressourcen, über die Unternehmen verfügen und die ihnen entscheidende Wettbewerbsvorteile liefern kann. Viele Unternehmen sind heute multinationale Organisationen mit Standorten auf verschiedenen Kontinenten. Um das Wissen der Mitarbeiter1dieser verschiedenen Standorte zu nutzen, arbeiten Teams standortübergreifend in sogenannten virtuellen oder verteilten Teams zusammen.
Aufgrund der Verteiltheit der Teams ergeben sich Herausforderungen für die Zusammenarbeit der Mitglieder. Klassische Führungsansätze erweisen sich aufgrund der räumlichen und zeitlichen Distanz als wenig geeignet in einem solchen Kontext. Das Konzept der geteilten Führung, also die Übernahme von Führungsverantwortung durch die Teammitglieder selbst, hilft, das in einem Team vorhandene Wissen effektiv zum Einsatz zu bringen.
Verteilte Teams greifen zur Kommunikation auf verschiedene Medien zurück, die einen unterschiedlichen Grad an Reichhaltigkeit bereitstellen. Dabei besteht einerseits ein Zusammenhang zwischen der Wahl der Kommunikationsmedien und dem Grad an geteilter Führung in einem Team, andererseits kann die Verwendung reichhaltiger Kommunikationsmedien die Wissensnutzung in einem Team fördern. Die Wahl der Kommunikationsmedien kann durch das Definieren von Kommunikationsnormen beeinflusst werden. Auch auf die Effektivität der Wissensnutzung hat das Aufstellen von Regeln zur Kommunikation und Information innerhalb eines Teams positive Auswirkungen.
Häufig spielen kulturelle Unterschiede bei der Betrachtung von verteilten Teams eine Rolle, da die Teams aufgrund der standortübergreifenden Zusammenarbeit auch Länder- und Kulturgrenzen überschreiten. Dabei spielen die kulturellen Orientierungen der Teammitglieder eine Rolle, die kulturelle Heterogenität und die kulturellen Unterschiede zwischen den Mitgliedern. Alle Faktoren können einen Einfluss auf das Auftreten von geteilter Führung in einem verteilten Team haben.
Für die Studie, die dieser Arbeit zugrunde liegt, wurden die Mitglieder und Leiter von 96 Innovationsteams aus 36 Unternehmen – vornehmlich aus der Softwarebranche – befragt. Insgesamt beantworteten 426 Teammitglieder und –leiter die Fragebögen zu den Themen Führung und Zusammenarbeit in ihren Teams.
Diese Arbeit zeigt, welche Einflüsse die unterschiedlichen Konzeptualisierungen von Kultur sowie verschiedene kulturelle Orientierungen auf das Auftreten von geteilter Führung in einem Team haben. Darüber hinaus wird der Zusammenhang zwischen der Reichhaltigkeit der Kommunikation in einem Team und dem Prozess der geteilten Führung, der Definition von Kommunikationsnormen und der Nutzung des vorhandenen Wissens untersucht. Die Wichtigkeit von geteilter Führung und Kommunikationsnormen für einen funktionierenden Informationsaustausch und die Entwicklung von Metawissen wird durch die Ergebnisse dieser Arbeit unterstrichen.
Value based management
(2008)
Dass Teamarbeit für das Hervorbringen von Innovationen wichtig ist, konnte bereits hinreichend empirisch bestätigt werden. Dabei hat sich für den Erfolg von Innovationsprojekten (z.B. in der Produktentwicklung) vor allem die Qualität der Zusammenarbeit im Team als entscheidend herausgestellt. Welche Kompetenzen Teams dafür benötigen und wie diese Kompetenzen z.B. durch Training und Teamentwicklung gefordert werden können verbleibt jedoch noch weitestgehend offen.
Diesen beiden Fragen widmet sich diese Arbeit, indem sie zunächst auf dem Stand der bisherigen Team- und Innovationsforschung für erfolgreiche Innovationsprojekte relevante Teamkompetenzen definiert und mögliche Personalinterventionen ableitet. Dazu konnten 11 relevante Teamkompetenzen identifiziert und den 4 Kompetenzbereichen der fachlichen, methodischen, sozialen und selbststeuernden Teamkompetenz zugeordnet werden. In Anlehnung an das Modell der Verhaltensdeterminanten und an gruppenpsychologischen Erkenntnissen sowie auf der Basis einer Expertenbefragung konnten dazu verschiedene Maßnahmen in den Bereichen Mitarbeitertraining, Teamtraining und Teamentwicklung identifiziert werden.
Die theoretisch fundierten Erkenntnisse werden schließlich im Modell der Teaminnovationskompetenz, kurz TIK-Modell, zusammengefasst, das im Wesentlichen einem in der Teamforschung üblichen Input-Prozess-Output-Modell entspricht. In diesem Modell werden Zusammenhange
der verschiedenen Trainings- und Teamentwicklungsinterventionen mit den einzelnen Teamkompetenzen einerseits sowie zwischen den Teamkompetenzen und dem Erfolg von Innovationsprojekten andererseits postuliert.
Zur empirischen Überprüfung des TIK-Modells wurde im Jahr 2007 die Studie ‚Training for Innovation’ durchgeführt, an der sich 34 in Deutschland ansässige Unternehmen beteiligten. Befragt wurden dabei mittels einer Online-Befragung Manager, Projektleiter und Teammitglieder zu ihrer Zusammenarbeit, Teilnahme an spezifischen Trainings- und Teamentwicklungsmaßnahmen sowie zu projektspezifischen Rahmenbedingungen und dem Erfolg abgeschlossener
Innovationsprojekte.
Die Angaben konnten dabei auf Projektebene verdichtet werden, wobei 95 vollständige Teams bzw. Innovationsprojekte letztendlich ausgewertet werden konnten.
Die postulierten Zusammenhänge wurden auf der so gewonnenen Datenbasis mit Hilfe der multiplen Regressionsanalyse überprüft, wobei einige neue Erkenntnisse gewonnen werden konnten. Zunächst weisen nicht alle der 11 definierten Teamkompetenzen einen direkten positiven Zusammenhang mit dem Projekterfolg auf. Als bedeutsam zeigen sich vor allem die interne Kooperationskompetenz neben einer Anpassungs- und Improvisationskompetenz im Team, wohingegen fachliche Kompetenzen als Wissens- und Erfahrungsressource keine signifikanten Zusammenhänge zeigen.
Vor allem teambezogene Trainings- und Entwicklungsmaßnahmen wie Teamtraining, Teamcoaching, Teammoderation oder auch Zielvereinbarungen und Feedback stehen in einem positiven Zusammenhang mit einzelnen oder mehreren Teamkompetenzen. Damit kann von möglichen positiven Effekten solcher Interventionen in Bezug auf die innovative Teamarbeit ausgegangen werden.
Individuelle Weiterbildung einzelner Teammitglieder unmittelbar vor oder während der untersuchten Projekte zeigt in dieser Arbeit keine Zusammenhänge mit den Kompetenzen von Innovationsteams.
Hierzu müssen weitere Untersuchungen folgen, die die Trainingsmaßnahmen differenzierter nach ihrem Einsatz, ihrem Inhalt und ihrer Qualität betrachten und dabei auch die Kompetenzen der einzelnen Teammitglieder berücksichtigen, welche nicht Gegenstand dieser Arbeit waren. Eine Ausnahme stellt jedoch die Teilnahme einzelner Teammitglieder an Konferenzen oder ähnlichen Veranstaltungen wie Tagungen und Messen dar. Diese weist einen
signifikant positiven Zusammenhang mit dem Wissen und der externen Kooperation der untersuchten Teams auf.
Die Ergebnisse zum TIK-Modell werden zum Schluss dieser Arbeit noch einmal zusammengefasst dargestellt sowie in ihrer Bedeutung für die Forschung und Unternehmenspraxis diskutiert.