Prof. Dr. Hans Christoph Binswanger hat Irving Fishers Vorschlag des 100 Prozent-Geldes als Ansatz zur Bankenregulierung eingeführt. Camillo von Müller verfolgt die Idee weiter und identifiziert vier Fragen zur Umsetzung
Gerade in Zeiten des Wandels werden besondere Anforderungen an die unterschiedlichen Typen und Rollen von Führungspersönlichkeiten gestellt. So müssen sie zum einen die gegenwärtigen Herausforderungen bewältigen, um das weitere Überleben des Unternehmens abzusichern, zum anderen müssen sie aber auch zukünftige Potentiale erkennen und die Strategien gegebenenfalls an diese anpassen, um zukunftsfähig zu bleiben. Dieser Artikel versucht aufzuzeigen, welche Führungsstrukturen und -stile es Unternehmen ermöglichen, Krisen nicht nur erfolgreich zu überstehen, sondern sogar gestärkt aus ihnen hervorzugehen. Neben der Möglichkeit komplementärer Führungsstrukturen, in denen sich mehrere Führungskräfte mit unterschiedlichen Eigenschaften ergänzen, wird auch das Profil eines janusköpfigen Managers beschrieben. Dieser schafft es, un-terschiedliche Anforderungen in einer Person zu vereinen und Wandelinitiativen in enger Interaktion mit seinem Team erfolgreich zu bewältigen.
In our study we address the question of how firms can create the necessary boundary conditions on the corporate strategy level to enable a balance between exploitative and explorative organizational learning. This paper thereby contributes to the rising number of studies, about the strategic and organizational context for exploitation and exploration. We develop a conceptual model of balanced evolution, suggesting speci-fic corporate development behaviours which influence exploitation and exploration as well as learning performance. In order to test the model, a set of research proposi-tions is derived from the existing literature and operationalized for empirical investi-gation.
Ambidexterity research has presented a range of structural and contextual approaches for implementing a dual orientation across organizations. Much less is known about the preceding process through which organizations decide to adopt an ambidextrous orientation. In this paper we focus on this first step-the charter definition process through which the activities and responsibilities of an organizational unit are agreed. Most prior studies implicitly assume that senior executives at some point identify the need to become ambidextrous and subsequently design supportive structures and contexts to implement their choice. Based on an inductive multilevel case study of four alliances, we show how this mandated (or top-down) charter definition process can be complemented with an alternative emergent (or bottom-up) charter definition process in which frontline managers take the initiative to adopt an ambidextrous orientation in their part of the organization. This emergent process is important because it enables frontline managers to respond in a timely manner to changing requirements of which senior executives are still unaware. We use the findings from our case study to develop potentially generalizable observations on the level of initiation, the tensions, the management approaches to deal with the tensions, and the outcomes that characterize this emergent charter definition process. We then put forward a multilevel process framework of how organizations initiate an ambidextrous orientation, and we discuss theoretical implications for the general ambidexterity literature, the nascent dynamic view on ambidexterity, and the broader research on how charters in organizations evolve.
In a rapidly changing environment, it is important for executives to make correct decisions. Many of the widely used management tools are static meaning that the tools do not explicitly account for the time dimension. It is difficult for executives to see and follow changes over time. It is often far more difficult to estimate what kind of mid-term and long-term effects a decision can have. This paper uses the portfolio matrix as a case study for the analysis of decision-making while considering the temporal dimension. The portfolio matrix is a suitable case for this study due to its wide-spread use and diverse application. For each category in the matrix, different initiatives too improve profitability can be taken which supports the profitability of the whole company. Currently however, the tools do not consider the time dimension explicitly. If analysts want to know how the corporate portfolio evolves over time, they need to calculate the portfolio for each displayed instance in time. This makes it difficult to see temporal effects of decisions. This paper describes a software to graph the evolution of a portfolio over time and present this in a dynamic visualization.
Research has paid scant attention to how firms achieve ambidexterity within inter-organizational relationships. In this study, we argue that firms make use of distinct governance mechanisms that arise from different inter-firm relationship types to enable exploitative and explorative knowledge processes. Drawing upon an inductive study of cooperative new product development projects, we find that vertical relationships with suppliers were related to high levels of formal control and low levels of partner integration. This contributed to unilateral exploitation and exploration processes. Conversely, horizontal relationships with competitors were related to high levels of partner integration and low levels of formal control. This contributed to mutual exploitation and exploration processes. While both types of inter-firm relationships may enable ambidexterity, firms have to select the type of relationship that provides a supportive configuration of governance mechanisms for the desired knowledge processes.
Incumbents often experience organizational rigidities when innovating. Prior studies advise these firms to create a single organizational entity outside the mainstream organization that encompasses all exploratory activities. We, however, argue the reverse: incumbents following this design approach become trapped in specific types of exploratory search, thus failing to pursue others. Based on an inductive study, we identify the type of exploratory search as a task contingency for managers' choice of structural context configurations. We find that successful incumbents assign different types of exploratory supply-side and demand-side search to different structural contexts with distinct levels of differentiation and autonomy.
Prior research has emphasized the pivotal role of managers in developing ambidexterity at the unit level, i.e. within and across a single business unit or small to medium-sized enterprise (SME). While some researchers suggest that behaviorally complex managers reconcile the opposing forces of exploration and exploitation directly, others propose that they foster both activities indirectly by framing an ambidextrous organizational context. We hypothesize that these direct and indirect processes are not independent alternatives, but are interrelated. Based on a two-sample survey study, we find that SME managers affect unit-level ambidexterity directly and indirectly, while those of larger corporations’ business units only have an indirect effect. Our study extends and reconciles prior research on managerial and contextual ambidexterity, as well as theory on individual-level and unit-level ambidexterity. Further, we encourage future research on whether different types of organizational units require different paths to ambidexterity.
