Trotz vieler Ansätze zur gesellschaftlichen Rolle von Unternehmen bleiben die Konsequenzen für Führungskräfte oft vage. Gerade die "Machtfrage" wird kaum gestellt. Dieser Beitrag entwickelt einen machtpolitischen Ansatz zur gesellschaftlichen Wertschöpfung von Managern. Kernbotschaft ist: Führungskäfte können Macht wirksamer und nachhaltiger einsetzen, wenn sie von der Gesellschaft her denken und handeln.
Strategic initiatives are a central driver of strategic renewal in large, complex firms. Leading corporations use initiatives to integrate their fragmented knowledge base into discrete, proactive undertakings that advance new ways for the firm to exploit or expand its resources. However, managerial routines of existing, large-scale businesses tend to be inappropriate for the explorative and autonomous nature of initiatives. Thus, the conditions of large, established firms, such as size, complexity and formalization, not only increase the need for a project-based approach to strategic change. They also lead to profound obstacles to new projects and often impede a successful launch of viable initiatives.
This dissertation study addresses this classical paradox of strategic renewal in large, complex firms and explores the management of new strategic initiatives. It complements the holistic, largely descriptive models of existing initiative research by a micro level analysis of project leaders' managerial practices. Based on a study of eight e-business initiatives in two leading European financial service firms, it extends beyond traditional strategy process research and identifies managerial practices which address initiative content, organization and process. A pragmatic leadership style, described as an artful managing for and by results, is proposed as leitmotiv for an effective management and realistic theories of strategic initiatives.
Konzernstrategieabteilungen generieren aus Sicht der Geschäfts-, Regional- und Funktionalbereiche Wertbeitrag für die Organisation, indem sie die Bereiche (1) sozial und (2) inhaltlich integrieren und (3) funktional führen. Diese Dimensionen von strategischem Wertbeitrag wurden anhand von Strategieabteilungen aus vier globalen Mehrgeschäftsunternehmen konzeptioniert und in einem Fragebogen messbar gemacht.
Corporate strategy functions create value for the organization by (1) socially and (2) content wise integrating and (3) functionally guiding organizational business, regional and functional units. Using a multiple case study setting of strategy functions in four global multi-business firms these three dimensions of strategic value have been conceptualized and been made measurable in a questionnaire.
