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Dienstag, 17.03.2020:
10:45 - 12:15

Chair der Sitzung: Todor Stefan Lohwasser, University of Münster
Ort: Virtueller Raum 4

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Fostering endogenous change: meeting landscapes as dynamic control configurations from within

Friederike Redlbacher, Jetta Frost, Marcel Volland

Universität Hamburg, AB Organisation & Unternehmensführung, Deutschland

Diskutant: Anja Tuschke (LMU München)

This paper explores how meetings as control instruments foster or impede endogenous change. We argue that dynamic configurations of formal and informal controls are operationalized in meeting landscapes. Using a longitudinal case study of an endogenous change process within an R&D unit in the automobile industry, we show how dysfunctional control facilitates un-sanctioned and bootlegged initiatives. We present how the change initiatives apply highly par-ticipatory meeting landscapes with varying degree of formality in meetings to develop new ways of organizing. Turning away from a bureaucratic control configuration the emerging meeting landscapes manifest first clan and later integrative control configurations. Our results indicate that meeting landscapes can be regarded as guiding structures to channel bottom-up processes in order to foster endogenous change. From a processual view, we conceive change from within as an “unfolding” between opposing poles such as formal and informal control.

The Impact of Strategic Change on Corporate Misconduct and the Role of Situation-Specific Governance Mechanisms

Constantin Meyer, Anja Tuschke

Ludwig-Maximilians-Universität München, Deutschland

Diskutant: Jetta Frost (Universität Hamburg)

Firms undergo major strategic changes to realign their operations according to changing internal and external conditions. In this context, we examine the impact of the magnitude of strategic change on the likelihood of corporate misconduct as a severe negative consequence of firms’ strategic change activities. Building on the fraud triangle, we examine how the three elements of motivation, opportunity, and rationalization simultaneously increase during times of strategic change. We use a matched-pairs design methodology (with 217 fraud cases identified through security class action lawsuits of listed U.S. organizations) and find a positive relationship between the magnitude of strategic change and the likelihood of corporate misconduct. However, this likelihood decreases with larger board sizes and a higher proportion of external CEOs as outside directors. The moderating effects identified in this study path the way towards situation-specific governance mechanisms that increase the board’s monitoring effectivity during unstable times, such as strategic change. The findings contribute to an enhanced understanding of specific situations, in which firms require additional monitoring efforts to prevent increased risks of corporate misconduct.

Excluding to achieve inclusion: an alternative perspective on self-managing organization approaches

Milena Leybold

Universität Innsbruck, Österreich

Since the exceptional rise of the open-source movement in the 1980s, ‘organizational openness’ developed into a widely accepted organizing principle and normative organizational ideal (Whittington et al. 2011; Laloux 2014). Specifically observing a trend towards the organizational implementation of self-management principles as – normatively spoken – ‘open' organizing principles (e.g., flat hierarchies, increased participation and responsibility transferred to employees, information transparency), this paper investigates factors that are potentially overlooked of literature on this form of organizing. To develop a critical/less normative perspective on self-management principles, the paper theoretically founds on the literature on self-management and conjunctions it with literature concerning inclusion and exclusion. Methodologically conducting a qualitative case study at an Austrian service provider, who recently tried to introduce self-management principles into their organization, the paper explores inclusionary and exclusionary effects of self-management principles on (potential) employees.

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