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Forschung Ausschnitt
Als wissenschaftliches Institut stellt die akademische Forschung einen Schwerpunkt des IIHD | Instituts dar.  Unmittelbares Ergebnis unserer Forschungsarbeit mit dem Fokus auf strategische und organisationale Themen und Fragestellungen stellen unsere akademischen Publikationen dar. 

Sollten Sie nähere Informationen zu bestimmten Forschungsthemen bzw. Publikationen haben oder haben Sie Interesse an neuen strategischen oder organisationalen Themen und Fragestellungen, können Sie uns gerne direkt ansprechen unter Research (at) IIHD.de.

Sehi, Rene & Funder, Joerg, 2015. The limits of dynamics: How self-reinforcing mechanisms impact the resource allocation of German electricity suppliers. Paper presented at the 31st EGOS Colloquium 2015 in Athens, Greece.

This paper enhances the understanding of dynamic capabilities as a critical source of continuous organizational renewal by combining it with latest findings from path dependence theory. Self-reinforcing mechanisms are identified as key driving forces of organizational persistence as they limit an organizations’ ability to dynamically align existing resource configurations. Accordingly, the paper investigates the impact of self-reinforcing mechanisms on dynamic capabilities. Applying a comparative case study approach, the paper distinguishes economic and social self-reinforcing mechanisms in organizations that constrain the dynamic nature of dynamic capabilities. First, the occurrence of these effects within two large-scale German utility companies is exemplified. Second, the impact of the identified self-reinforcing mechanisms on the dynamic capability of resource (re-)allocation is outlined. Thereby, this paper contributes to research on dynamic capabilities and self-reinforcing mechanisms by presenting an empirically tested research framework.

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Sehi, Rene & Funder, Joerg, 2013. Do we have a theory of organizational revitalization?  A multi-lens analysis on theories of sustained organizational change and strategic renewal. Working Paper.

In this paper we apply a multi lens approach to investigate whether and how the research on ambidexterity, organizational learning, dynamic capabilities, path dependence (& creation) and strategic renewal converges. We thereby examine commonalities and distinctions between the particular research streams. We find a tendency towards a combined theory of ‘organizational revitalization’. However, a further migration of these research streams is inhibited by a lack of consistency and clearness in terminologies and definitions applied by the respective research. This not merely impedes straightforward research within the particular streams, but rather adds up to a major obstacle for a further convergence of literature. We conclude by proposing a holistic approach to achieve new impulses to elaborate a formula for long-term survival and prosperity in changing environments. We therefore outline implications for future research to agree on key definitions and terminologies to foster the migration towards a holistic theory of ‘organizational revitalization’.


Funder, Joerg, 2012. Breaking the code:  Stability and change within routines and its impact for strategy formation. Paper to be presented at the 28th EGOS Colloquium Helsinki, Finland.

The notion of routines has been introduced to management research by Nelson & Winter (1982) to conceptualize organizations ability to act. Routines thereby are understood as recurrent interaction patterns for creating value through collectives in superordinate social systems (Gersick & Hackman 1990; Massini, Lewin et. al. 2002; Becker 2002). More recent research has also put forward, that routines – besides their guiding of operational processes – play a fundamental role in strategy formation. Despite the long-standing and recently intensified academic interest in routines a clear understanding of strategizing routines, what distinguishes them from operative routines and how both are interrelated is lacking. This paper is especially dedicated to shed light on the relationship of operative and strategizing routines to better understand stability and change within routines and organizations (e.g. Feldman 2003) - and more specifically within the formation of strategy. By aiming towards this target the concept of routine is restated by applying Bourdieus’ theory of practice (Bourdieu 1977) and Giddens’ structuration theory (Giddens 1994). Routines are described as structured dispositions and the social and historical context is accepted to play a vital role in explaining the connection of operative and strategizing routines which is understood to be a recursive one: operative routines are understood as being affected by past influencing efforts of strategizing routines while those at the same time are being predisposed by operative routines.