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Research on strategic agenda building has traditionally emphasized individual agency, thereby neglecting organizational context. Developing a contextual model of strategic agenda building, we address this limitation. Based on the evolutionary framework we show that an organization’s core elements, that is, strategy, culture, structure and top management team, heavily influence what issues are considered in organizational agenda building processes. Moreover, the strategic agenda building process, apart from the role of capabilities and cognition, provides an alternative explanation for path dependency.
The paper analyzes firms' expansion paths within and across industries and specifically different patterns along these paths. Using a procedure previously applied in statistical process control and employing longitudinal data on the expansion of 91 German firms, we analyzed firms' clustering behavior regarding different characteristics. Results reveal that expansion is a heterogeneous process: the clustering behavior along the expansion path does not only differ between firms, but also within one firm regarding different characteristics of its expansion path.
Diversification research
(2006)
Changes in the regulatory framework allow German business schools to select an important part of their students by themselves for the first time through entrance exams. We analyze if the students participating in these entrance exams differ from average first-year business students and which factors influence their choice of a business school. A separate analysis for a cluster of very highly motivated students reveals that for these students a short study time and a practical Orientation are of utmost importance as decision criteria. We derive suggestions for German business schools that want to target this specific segment of students.
Within the e-leaming industry, demand and supply factors jointly determine a need for mass customization of e-leaming products. This paper asks whether e-leaming products can be mass-customized, and if so, how this can be done. Firstly, the paper characterizes e-leaming and e-leaming technologies. Secondly, a learning model is developed in order to enhance the understanding of how learning processes differ across individuals. Based on this, the paper argues that e-leaming products in general can be mass-customized. However, mass customization is only possible for some e-leaming technologies and some types of communication, namely instruction and supplementary interaction, while it cannot support collaboration. In this context, solutions for the most common problems of mass customization are discussed. The results are then applied to the market for higher management education. It is shown that mass customization has a limited relevance for degree programs that are demanded by individuals, while it is crucial for programs that are either demanded by organizations or offered in specialized modules.
The purpose of this paper is to determine whether and how e-leaming technologies and e-leaming programs should be used in order to support knowledge management in multinational companies. These questions are important for two reasons. Firstly, so far only a few papers discuss the relationship between knowledge management and e-learning. Secondly, e-leaming initiatives in multinational companies are of limited success. The paper relates requirements of different types of knowledge with the characteristics of e-leaming technologies and e-leaming programs. Based on this, the paper shows how multinational companies should use e-leaming technologies and e-leaming programs. Different roles of corporate headquarters are discussed in this context.