Theresa Maria Seehofer
Title
Dr.
Last Name
Seehofer
First name
Theresa Maria
Email
theresamaria.seehofer@unisg.ch
9 results
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Item type:Publication, How the Design of an Organizational Context Helps to Attain Contextual Ambidexterity(2022-10-04); ; ; This study empirically investigates the relationships of control levers (belief and boundary systems, Simons 1995) and control context (social and performance management context, Gibson and Birkinshaw 2004) with contextual ambidexterity and firm performance. Based on cross-sectional survey data from 198 listed companies in Austria, Germany, and Switzerland, a structural equation model is used to test the hypothesized relationships. We find that the emphasis on formal boundary systems and an informal social context are positively related to contextual ambidexterity, which positively affects firm performance. In contrast, belief systems and performance management context do not influence contextual ambidexterity. Further, we find no support for dynamic tensions, neither between the two control levers nor in the control context.Type:journal articleJournal:Schmalenbach Journal of Business ResearchScopus© Citations 9 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Profiting from Ecosystems: Examining Incumbents’ Dynamic Capabilities(2025)In today’s economy, numerous incumbents are engaged in or plan to engage with ecosystems, driven by the belief in significant growth opportunities and increased profitability. However, some firms have started retreating to their core businesses due to unmet expectations and unrealized goals. Despite the growing importance of ecosystems, relatively little is known about the realization of these expected performance outcomes. Therefore, we aim to shed light on the incumbents’ boundary conditions for profiting from ecosystems. Drawing on the dynamic capabilities’ literature as a powerful lens for incumbents operating in change, we argue that dynamic capabilities serve as a critical foundation for achieving successful performance outcomes. By using a survey dataset of firms in the banking and insurance industries, we reveal the positive relationship between dynamic capabilities and ecosystem performance. Additionally, we provide evidence of the positive impact of ecosystem performance on firms’ non-financial performance.Type:conference paper - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Behind the Scenes: How Incumbents Configure Their Innovation Ecosystems(2024); New solutions such as smart mobility, smart banking, and smart home are revolutionizing the value proposition for customers. Incumbents are seizing the ecosystem opportunity by experimenting beyond core offerings. Our study sheds light on how incumbents are building innovation ecosystems and the associated performance implications. Based on a qualitative comparative analysis, we examine around 27 innovation ecosystems across various industries. We identify three configurations of ecosystems with high incumbent ecosystem adaptation: a new venture integration ecosystem, an incumbent collaboration ecosystem, and a hybrid collaboration ecosystem. By integrating revenue growth, we uncover the most successful ecosystem configuration: hybrid collaboration. The configuration characterized by low revenue growth is the new venture integration ecosystem.Type:conference paper - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, The Need for Professional Service FirmsProfessional service firms (PSFs) offer specialized expertise and advisory services to clients in various industries. Examples can be found across a wide range of sectors including strategy consulting, auditing, and investment banking. By relying on the knowledge, skills, and experience of their professionals, PSFs offer specialized services tailored to their clients. Overall, PSFs serve as a significant driver of clients’ value creation in both the private and public sectors. The case categorizes PSFs’ business models into three general types. Students learn to differentiate among the different business models. Students can use numerical examples to calculate the key financial figures of PSFs and, thereby, understand the quantitative differences in PSFs’ business models.Type:case study - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Clariant (D): Less is More - Becoming a Lean Organization (2020-2023)This is part of a case series. This case addresses the further transformation of Clariant's businesses, which focused on core specialty businesses and the creation of synergy potential. The case begins with the divestment of the Masterbatches business unit. Management made the divestment decision with the aim of strengthening Clariant's position as a leading supplier of specialty chemicals and supporting the company's growth. The divestment was accompanied by a new strategy and a transformed operating model designed to work coherently across divisions. Case D allows students and executives to discuss potential synergies using a specific portfolio transformation as an example.Type:case study