ESTT members contributed to the 2020 Virtual Academy of Management (AOM) Meeting as follows:
The Impact of Outside Partnering Opportunities on Alliance Termination Decisions, W. H. Hoffmann & N. Hampl: Paper.
Nascent scholarly work has found support for the negative impact that alternative partnering opportunities exert on the stability of established alliance relationships. Still, little is known about how the characteristics of both the existing as well as the alternative partner influence a firm’s propensity to switch alliance partners. Drawing on a dataset of 2,400 hypothetical decisions made by 120 alliance executives, we show that relational embeddedness and partner-specific investment in an established alliance act as cohesive forces and thus decrease the propensity to terminate the alliance and pursue an outside partnering opportunity. The effect of relational embeddedness is, however, attenuated in highly dynamic and complex industries, as decision makers seem to favor flexibility over commitment if environmental uncertainty is high. The implications for research on contextual factors in alliance termination decisions are discussed.
Organizational Readiness for a Circular Business Model, M. Wiener: Paper.
In recent years, scholars and companies have increasingly engaged with the concept of the circular economy. Nevertheless, few contributions address under which conditions companies adapt a circular business model. This research takes a culture perspective on this issue. The leading assumption is that culture is a determining factor if and to which extend companies implement a circular business models. The Competing Values Framework is used for analyzing corporate culture and semi-structured interviews with representatives from top-management are used to investigate the role of leaders in supporting a change to a circular business model. Drawing on a sample of three case companies, cultural profiles of companies that have implemented sustainable business models to different extents are presented. In particular, we seek to analyse which cultural and managerial factors support a circular business model. The research contributes to the emerging research on circular economy in various way. First, it emphasizes the role that culture plays in creating an environment supportive for a circular business model. Second, the findings should help companies to predict, based on their organizational culture, whether they have the conditions in place to embark on a journey to a circular business model
Processes and Practices of Digital Strategizing: Perspectives and Avenues for Future Research, G. Reischauer: Workshop
SAP Virtual Café Europe, G. Reischauer: Networking Session