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Item type:Publication, Repurposing: A Collaborative Innovation Strategy for the Digital AgeThe book chapter explores repurposing as an innovation strategy for product development in various industries. While the general mindset around innovation is about creating something new, less emphasis has been placed on managing innovation and new product development based on new applications of existing solutions. Repurposing is the practice of transferring a known solution to a new context and represents an untapped opportunity for companies to innovate at low cost. The chapter discusses the building blocks, sources, and applications of repurposing, its strengths, weaknesses, and links to open innovation. It also presents examples of successful repurposing in different industries and how companies can execute repurposing successfully. The chapter argues that repurposing offers an alternative route to innovation and should be considered as a viable innovation strategy.Type:book section - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Digitally Supported Services and Business Models in Tourism(2026); In the first part, this report provides an overview of the existing body of academic knowledge regarding innovation in service design, business processes and business models in travel, tourism, and hospitality. It is based on an international literature review (2023) and thus rather theoretical. This provides the basis for subsequent empirical and conceptual work on the topic of this project. In the second part, this report includes an empirical overview (2024) of concepts such as business processes, business models, and business ecosystems, with a spotlight on the Swiss tourism sector. In the third part, the project report includes conceptual work (2025) on digitally supported services and business models in tourism and hospitality in Switzerland. It provides an overview of the project’s outcomes and refers to further output of the different work packages of the Innosuisse flagship 'resilient tourism' (subproject two).Type:work report - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Capability-driven industrial firms: Considering resources, capabilities, and competencies for marketing developmentsType:ArticleJournal:Industrial Marketing ManagementVolume:83Scopus© Citations 13 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, How to Keep Complaints from Spreading(2020-05-01)After United Airlines baggage handlers damaged Dave Carroll's guitar, he spent months fruitlessly seeking compensation. Then he created a music video about the experience and posted it on YouTube. Within three days "United Breaks Guitars" had been viewed by 1.5 million people, many of whom chimed in with their own grievances. United's stock plunged, with many observers attributing the drop in part to the PR debacle.This incident and others like it prompted researchers led by KEDGE Business School's Dennis Herhausen to analyze nearly half a million negative comments posted in the public Facebook communities of 89 companies, along with the firms' responses. As a result of that work, they developed recommendations for detecting and preventing potential online firestorms and limiting the damage if one erupts. Among the findings: Posts containing intense emotions were more likely than others to spread. Strong ties between a post's author and the community drove contagion, as did linguistic similarities. Companies should respond to negative posts, and fast; the worst thing a firm can do is ignore an unhappy customer. Apologies and requests to switch to a private channel lowered virality, as long as they were communicated right away. But offering compensation early on had the opposite effect; it sometimes prompted other customers to post complaints in the hope of being rewarded themselves.Type:journal articleJournal:Harvard Business ReviewVolume:99Issue:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Re‐examining Strategic Flexibility: A Meta‐Analysis of its Antecedents, Consequences and ContingenciesStrategic flexibility (SF) is a concept that has evolved from strategy through other disciplines, including management, marketing, innovation, entrepreneurship and operations. However, despite attempts to consolidate the domain of SF, there remain theoretical and empirical tensions underlying its antecedents, the consequences and contingencies. Based on 106 independent samples reported in 98 different studies (n = 26,940 firms), we provide a meta‐analytical examination of these tensions. We highlight and resolve several disagreements regarding the enablers, inhibitors and triggers of SF, and we reveal an adjusted mean performance effect of 0.24. We further find that the measurement of SF, as well as some, but not all, dimensions of the environment, moderate the performance effect. Finally, an explorative analysis reveals that innovation outcomes and market outcomes mediate the positive relationship between SF and financial outcomes, in addition to a negative direct effect. These insights provide a comprehensive and coherent understanding of the nomological network of SF and a stronger basis for further theorizing and conducting empirical research. Moreover, our findings help firms to refine their strategy by implementing the right enablers that drive SF and to understand how and when their investment in SF pays off.Type:ArticleJournal:British Journal of ManagementVolume:32Issue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The digital marketing capabilities gap(Elsevier BV, 2020-10); Scopus© Citations 254 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, How and when do big data investments pay off? The role of marketing affordances and service innovation(Springer Science and Business Media LLC, 2020-08-05); - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Key account management configurations and their effectiveness: A quasi-replication and extensionTwo important areas in the key account management (KAM) literature deal with different KAM frameworks and KAM performance drivers. In particular, scholars have derived taxonomies of KAM configurations and identified organizational determinants of KAM effectiveness and performance in the market. The present paper contributes to the KAM literature with a quasi-replication and extension of two seminal papers providing an update of different KAM configurations along with the determinants of KAM effectiveness and performance in the market. Using recently collected survey data from a sample of 411 managers, and considering KAM capabilities and KAM communication, we find evidence of five unique KAM configurations that differ from the findings of Homburg et al. (2002), thereby doubtless reflecting a professionalization of the KAM domain. Furthermore, updating Workman et al. (2003), we find that KAM capabilities are important determinants of KAM effectiveness and performance in the market, and that social media communication increases KAM effectiveness. These insights contribute to building a cumulative up-to-date body of knowledge about KAM and provide guidance for managers to improve their KAM.Type:ArticleJournal:Industrial Marketing ManagementVolume:101Scopus© Citations 24