Refine
Language
- German (2)
- English (2)
- Multiple languages (1)
Keywords
- Strategie (5) (remove)
Institute
Die Agenda 2030 der Vereinten Nationen und diverse daraus abgeleitete Nachhaltigkeitsstrategien wie beispielsweise die Deutsche Nachhaltigkeitsstrategie (Neuauflage 2016) setzen einen zeitlich fest definierten Rahmen bis in das Jahr 2030. Für die Umsetzung dieser Strategien sind zwei Aspekte entscheidend - ein fundiertes inhaltliches Verständnis von politischer Strategie und ein darauf aufbauendes praxistaugliches Instrument, das den politischen Strategen bei einer erfolgreichen Umsetzung und Implementierung einer Strategie unterstützt. Diese Arbeit möchte zu beiden Aspekten einen Beitrag leisten. Zum einen soll aus der Zusammenführung von Theorie und Praxis die Natur des inhaltlichen politischen Strategiebegriffs erforscht werden und zum anderen soll darauf aufbauend ein praxis- und erfahrungsorientiertes Anwendungsmodell entwickelt werden, das typische potentielle Herausforderungen und entsprechende potentielle Handlungsoptionen je Strategieabschnitt benennt. Durch die Subsumierung von Erfahrungswissen unterstützt das Modell dabei vor allem das praktische Urteilsvermögen des politischen Strategen bei der Erreichung politikstrategischer Ziele. Um zu dem praxisrelevanten Anwendungsmodell zu gelangen ist es notwendig, sich zuvor Klarheit über die besonderen Anforderungen und Herausforderungen des speziellen politischen Strategiebegriffs zu verschaffen. Die politische Umwelt mit ihren spezifischen Mechanismen unterscheidet sich fundamental von den bisher bekannten Strategiefeldern Militär und Betriebswirtschaft. Da eine Strategie immer die konkrete Umweltsituation und die individuellen Situationsmerkmale berücksichtigen muss, ist - wie diese Arbeit zeigen wird - eine simple Übertragung strategischer Allgemeinplätze aus Militär und Ökonomie von vornherein zum Scheitern verurteilt.
In this work, I contribute to a social constructionist research agenda by investigating how managers/consultants (practitioners) of different ranks are engaged in patterns of behavior (practices) in socially situated contexts (practice) attempting to shape preferred shared interpretations of reality to achieve their goals. Following this line of inquiry, the work aims at (1) advancing our understanding of the role of practitioners in shaping managerial realities and (2) investigating how practitioners actually shape managerial realities, particularly focusing on ´reality-shaping´ practices and their content. The dissertation comprises a set of four complementary articles investigating these research questions empirically based on in-depth, empirical case studies and theoretically within various managerial contexts (client-consultant relationship, CEO post-succession strategic change process, evolutionary initiative development) and considering different actor perspectives (top managers, middle managers, consultants and clients). Resulting from this variety, the articles rely on and contribute to different, at times distant, research fields and therewith scholarly discussions. However, the literature on sensemaking and sensegiving offers a suitable overarching theoretical frame which I use in this work to synthesize the key contributions of the four articles.
The concept of corporate entrepreneurship continues to occupy the minds of scholars and practitioners alike. This is not surprising as corporate entrepreneurship constitutes a major driver of organizational revitalization, learning, and growth within large and medium size organizations. However, despite extensive research on corporate entrepreneurship, there is still confusion about the interplay of its macro- and micro-level constituents. To unveil how the structures, practices, and behaviors, which constitute entrepreneurship in large, diversified firms, interact, I utilize a systemic reasoning and link the notion of corporate entrepreneurship to diverse theoretical positions in the strategic management field including intraorganizational ecology, institutional theory, and configuration theory - links that have been so far neglected in the literature on corporate entrepreneurship. I develop my arguments in three complementary articles. In the first article, I provide a review of the theoretical framework that to a large extent underpins my research: the Bower-Burgelman process model. In the second article, I take a qualitative case study approach to analyze how micro-level practices affect the intraorganizational and external environment in favor of an entrepreneurial initiative. In the third article, I identify four different design types on the basis of a qualitative meta-synthesis, which reflect coherent constellations of managerial interpretive-schemes, structures, and systems that cultivate entrepreneurial behavior. In sum, this dissertation contributes to a new understanding of corporate entrepreneurship as a system of entrepreneurially behaving actors who are constrained and simultaneously enabled by a set of social, cultural, political, and structural context factors.
The issue under investigation in this study is to explore the drivers and suggest methods for environmental managers to integrate environmental issues in the top management strategic decision-making. In order to make the reading easy the whole study has been written following the principle of providing the minimum information to clarify the point under discussion, no more, no less. The conclusions, the analysis, the implications and the limitations are discussed on a chapter by chapter basis, making it easier for the reader to remember the issue under discussion. The closing chapter brings together the conclusions of each chapter of the study. The study is divided into two parts. Part I: Planning describes the planning and preparation for the research and consists of the following chapters: Chapter 1 provides an overview of the interest, relevance and importance of this study. Also it proposes, through the introduction of the relevant literature, an exact wording for the research problem and a framework for evaluating the effectiveness of each process step. Chapters 2 and 3 describe and justify the chosen framework that prompts managers during interviewing and organises the resulting contents in a way that will support effective decision making. This is the end of the planning part of the study and we now move into the action part where the case studies are explained in full. Part II: Intervention comprises the following chapters: Chapter 4 is where the action begins, the first phase of the process. This chapter discusses the reasons selection and participation in the research and the process for choosing a business unit. Chapter 5 details, justifies and discusses the choices of who to interview. It outlines how the interviews were conducted and summarises the resulting contents. In Chapter 6 the general issue of who to involve in interviews is explored further for the specific case of the environmental manager. The main objective is to discuss whether and why the environmental manager had more/less/different ideas from the rest of the management team. Chapter 7 deals with the first time that the people meet as a group. For this process step the choices were about how to display and generate discussion on the contents gathered during the interviews. Chapter 8 focuses on the environmental manager’s contribution to the objective Fine-tuning discussion. Chapter 9 describes the Indicator Building process and how this may be relevant for the environmental manager. Concluding Remarks wraps up the results and discusses the need for extending this research further.
Bewusst oder unbewusst wird in der Betriebswirtschaftslehre in vielfacher Weise auf gedankliche Vorgehensweisen und Begrifflichkeiten des Militärs zurückgegriffen, um Sachverhalte oder Handlungsalternativen auszudrücken. Sowohl mit der wirtschaftlichen Seite bekannt, als auch mit der militärischen Seite beschäftigt, ist der Begriff des "Interessenbereichs" in das Zentrum meines Interesses gerückt. Die militärische Verwendung des Interessenbereichs sowohl explizit als auch implizit ist dabei so gebräuchlich, dass zunächst eine weitere Beachtung meinerseits unterblieb, es sich jedoch rasch zeigte, dass auch hier Denkansätze für die Bewältigung betriebswirtschaftlicher Problemstellungen möglicherweise zu nutzen sind.
