Organisationale Aspekte und Herausforderungen der Unternehmensführung

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1 Organisationale Aspekte und Herausforderungen der Unternehmensführung Grundlagenliteratur: Frese, E./Graumann, M./Theuvsen, L. (2012): Grundlagen der Organisation, 10. Aufl., Wiesbaden Macharzina, K. (2010): Unternehmensführung, 7. Aufl., Wiesbaden Wolf, J. (2011): Organisation, Management, Unternehmensführung: Theorien, Praxisbeispiele, Kritik, 4. Aufl., Wiesbaden Einstiegsliteratur: Thema 1: Organisationale Praktiken Darstellung und kritische Würdigung Bjørkeng, K./Clegg, S./Pistis, T. (2009): Becoming (a) practice. In: Management Learning, 40, S Feldman, M./Orlikowski, W. (2011): Theorizing practice and practicing theory. In: Organization Science, 22, S Geiger, D. (2009): Revisiting the concept of practice: Towards an argumentative understanding of practicing. In: Management Learning, 40, S Jarzabkowski, P. (2004): Strategy as practice: recursive, adaptive and practices-in-use? In: Organization Studies, 25, S Johnson, G. A. et al. (2007): Strategy as Practice: Research directions and resources, Cambridge Law, J./Mol, A. (Eds) (2002): Complexities: Social studies of knowledge practices, Durham/NC Nicolini, D. (2009): Zooming in and out: Studying practices by switching theoretical lenses and trailing connections. In. Organization Studies, 30, S Raelin, J. A. (2007): Toward an epistemology of practice. In: Academy of Management Learning, 6, S Schatzki, T. R./Knorr Cetina, K./von Savigny, E. (Hrsg.) (2001): The practice turn in contemporary theory, London Whittington, R. (2006): Completing the practice turn in strategy. In: Organization Studies, 27, S Thema 2: Organisationale Routinen Darstellung und kritische Würdigung Becker, M. C. (2004): Organizational routines: A review of the literature. In: Industrial and Corporate Change, 13, S

2 Becker, M. C./Lazaric, N./Winter, N. (2005): Applying organizational routines in understanding organizational change. In: Industrial and Corporate Change, 14, S Becker, M. C. (2008): Handbook of Organizational Routines, Cheltenham Feldman, M. S./Pentland, B. T. (2003): Reconceptualizing organizational routines as a source of flexibility and change. In: Administrative Science Quarterly, 48, S Feldman, M. S./Pentland, B. T. (2005): Organizational routines as a unit of analysis. In: Industrial and Corporate Change, 14, S Koch, J. (2009): Innovation, organisationale Routinen und strategische Pfade. In: Zeitschrift für Management, 4, S Pentland, B. T./Rueter, H. H. (1994): Organizational routines as grammars of action. In: Administrative Science Quarterly 39, S Weitgasser, M. (2010): Organizational Routines Revisited, Saarbrücken Thema 3: Organisationale Koordination Darstellung und kritische Würdigung Bouty, I. et al. (2012): Coordination practices in extreme situations. In: European Management Journal, (im Erscheinen) Faraj, S./Xiao, Y. (2006): Coordination in fast-response organizations. In: Management Science, 52, S Kogut, B./Zander, U. (1996): What firms do? Coordination, identity, learning. In: Organization Science, 7, S Lauche, K. (2012): Neue Formen der Zusammenarbeit. In: Badke-Schaub, P./Hofinger, G./Lauche, K. (Hrsg.): Human Factors: Psychologie sicheren Handelns in Risikobranchen, 2. Aufl., Berlin/Heidelberg, S Okhuysen, G. A./Bechky, B. A. (2009): Coordination in organizations: An integrative perspective. In: Academy of Management Annals, 3, S Quinn, R. W./Dutton, J. E. (2005): Coordination as energy-in-conversation. Academy of Management Review, 30, S Tsai, W. (2002): Social structure of coopetition within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing. In: Organization Science, 13, S Thema 4: Organisationale Ambidextrie Darstellung und kritische Würdigung Andriopoulous, C./Lewis, M. (2009): Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. In: Organization Science, 20, S Birkinshaw, J./Gibson, C. (2004): Building ambidexterity into an organization. In: Sloan Management Review, 45, S Cao, Q./Gedajlovic, E./Zhang, H. (2009): Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. In: Organization Science, 20, S

3 Gibson, C. B./Birkinshaw, J. (2004): The antecedents, consequences, and mediating role of organizational ambidexterity. In: Academy of Management Journal, 47, S Gupta, A. K./Smith, K. G./Shalley, C. E. (2006): The interplay between exploration and exploitation. In: Academy of Management Journal, 49, S Lavie, D./Stettner, U./Tushman, M. (2010): Exploration and exploitation within and across organizations. In: Academy of Management Annals, 4, S O Reilly, C. A./Tushman, M. L. (2008): Ambidexterity as a dynamic capability: Resolving the innovators dilemma. In: Research in Organization Behavior, 28, Raisch, S./Birkinshaw, J. (2008): Organizational ambidexterity: Antecedents, outcomes, and moderators. In: Journal of Management, 34, S Simsek, Z. (2009): Organizational ambidexterity: Towards a multilevel understanding. In: Journal of Management Studies, 13, S Thema 5: Organisationale Komplexität Darstellung und kritische Würdigung Anderson, P. (1999): Complexity theory and organization science. In: Organization Science, 10, S Chia, R. (1998): From complexity science to complexity thinking: Organization as simple location. In: Organization, 5, S Griffin, D./Stacey, R. (2005): Complexity and the experience of leading organizations, London Kappelhoff, P. (2002): Komplexitätstheorie: Neues Paradigma für die Managementforschung? In: Schreyögg, G./Conrad, P. (Hrsg.): Theorien des Managements (Managementforschung 12), S Lichtenstein, B. B./Plowman, D. A. (2009): The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels. In: Leadership Quarterly, 20, Stacey, R./Griffin, D./Shaw, P. (2001): Complexity and management: Fad or radical challenge to systems thinking? London Tilebein, M. (2005): Nachhaltiger Unternehmenserfolg in turbulenten Umfeldern: Die Komplexitätsforschung und ihre Implikationen für die Gestaltung wandlungsfähiger Unternehmen, Diss. Frankfurt am Main u.a. Van Uden, J. (2005): Using complexity science in organization studies: A case for loose application. In: E:CO, 7, S Zhou Y. M. (2012): Designing for complexity: Using divisions and hierarchy to manage complex tasks. In: Organization Science (Articles in Advance), S. 1-17

4 Thema 6: Organisationale Pfadabhängigkeit Darstellung und kritische Würdigung Ackermann, R. (2001): Die Pfadabhängigkeitstheorie als Erklärungsansatz unternehmerischer Entscheidungen. In: Schreyögg, G./Sydow, J. (Hrsg.): Strategische Prozesse und Pfade (Managementforschung 13), Wiesbaden, S Beyer, J. (2005): Pfadabhängigkeit ist nicht gleich Pfadabhängigkeit! Wider den impliziten Konservativismus eines gängigen Konzepts. In: Zeitschrift für Soziologie, 34, S Dievernich, F. E. (2007): Pfadabhängigkeit im Management: Wie Führungsinstrumente zur Entscheidungs- und Innovationsunfähigkeit des Managements beitragen, Stuttgart Garud, R./Karnoe, P. (Hrsg.): (2001): Path dependance and creation, Mahwah/London Lehmann-Waffenschmidt, M./Reichel, M. (2000): Kontingenz, Pfadabhängigkeit und Lock-In als handlungsbeeinflussende Faktoren der Unternehmenspolitik. In: Beschorner, T./Pfriem, R. (Hrsg.): Evolutorische Ökonomik und Theorie der Unternehmung, Bonn, S Schäcke, M. (2006): Pfadabhängigkeit in Organisationen: Ursachen für Widerstände bei Reorganisationsprojekten, Berlin Schreyögg, G./Sydow, J. (2011): Organizational path dependence: A process view. In: Organization Studies, 32, S Sydow, J./Schreyögg, G./Koch, J. (2009): Path dependence: Opening the black box. In: Academy of Management Review, 34, S Vergne, J. P./Durand, R. (2010): The missing link between the theory and empirics of path dependence: Conceptual clarification, testability issue, and methodological implications. In: Journal of Management Studies, 47, S Thema 7: Organisationale Legitimität Darstellung und kritische Würdigung Aldrich, H. E./Fiol, C. M. (1994): Fools rush in? The institutional context of industry creation. In: Academy of Management Review, 19, S Ashforth, B. E./Gibbs, B. W. (1990): The double-edge of organizational legitimation. In: Organizational Science, 1, S Bhidé, A. V. (2000): The origin and evolution of new business, Oxford Deephouse, D. L./Carter, S. M. (2005): An examination of differences between organizational legitimacy and organizational reputation. In: Journal of Management Studies, 42, S Fallgatter, M./Brink, S. (2008): Zum Einfluss der Legitimation auf die Entwicklung junger Unternehmen: Eine State of the Art-Betrachtung am Beispiel von DocMorris. In. Zeitschrift für Management, 3, S Hasse, R./Krücken, G. (2005): Neo-Institutionalismus, 2. Aufl., Bielefeld Massey, J. E. (2001): Managing organizational legitimacy: Communication strategies for organizations in crisis. In: The Journal of Business Communication, 38, S

5 Suchman, M. C. (1995): Managing legitimacy: Strategic and institutional approaches. In: Academy of Management Review, 20 (3), S Stelzer, F. (2009): Legitimierungsstrategien junger Unternehmen: Ergebnisse zweier experimenteller Studien, Stuttgart Thema 8: Organisationale Reputation Darstellung und kritische Würdigung Barnett, M. L./Jermier, J. M./Lafferty, B. A. (2006): Corporate reputation: The definitional landscape. In: Corporate Reputation Review, 9, S Doorley, J. (2007): Reputation Management: The key to successful public relations and corporate communication, New York Kraatz, M. S./Love, E. G. (2006): Studying the dynamics of reputation: A framework for research on the reputational consequences of corporate actions. In: Research Methodology in Strategy and Management, 3, S Mahon, J. F. (2002): Corporate reputation: A research agenda using strategy and stakeholder literature. In: Business & Society, 41, S Rhee, M./Valdez, M. E. (2009): Contextual factors surrounding reputation damage with potential Implications for reputation repair. In: Academy of Management Review, 34, S Rindova, V. P. et al. (2005): Being good or being known: An empirical examination of the dimensions, antecedents, and consequences of organizational reputation. In: Academy of Management Journal, 48, S Walsh, G. (2009): Examining the antecedents and consequences of corporate reputation: A customer perspective. In: British Journal of Management, 20, S Wartick, S. (2002): Measuring corporate reputation: Definition and data. In: Business & Society, 41, S Thema 9: Organisationale Resilienz Darstellung und kritische Würdigung Coutu, D. L. (2002): How resilience works. In: Harvard Business Review, 80, S Leypold, H. (2009): Das Resilienzmodell als bestimmender Einflussfaktor für erfolgreiche Personal- und Organisationsentwicklung, Berlin Mallak, L. (1998): Putting organisational resilience to work. In: Industrial Management, 40, S McDonald, N. (2006): Organizational resilience and industrial risk. In: Hollnagel, E./Woods, D. D./Leveson, N. (Hrsg): Resilience engineering: Concepts and precepts. Aldershot, S Norman, S./Luthans, B./Luthans, K. (2005): The proposed contagion effect of hopeful leaders on the resilience of employees and organizations. In: Journal of Leadership and Organizational Studies, 12, S Sheffi, Y. (2005): The resilient enterprise: Overcoming vulnerability for competitive enterprise, Cambridge/MA

6 Sutcliffe, K. M./Vogus, T. J. (2003): Organizing for resilience. In: Cameron, K. S./Dutton, J. E./Quinn, R. E. (Hrsg.): Positive organizational scholarship: Foundations of a new discipline, San Francisco, S Tillment, S. (2009): Assessing organizational resilience: An interactionist approach. In: M@n@gement, 12, S