Alexander Göritz
Title
Dr. des.
Last Name
Göritz
First name
Alexander
Email
alexander.goeritz@unisg.ch
ORCID
5 results
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Item type:Publication, Der Kollaboration eine Plattform bieten: Ein Bezugsrahmen für den Aufbau und die Steuerung digitaler Plattform-Ökosysteme(2024); Innerhalb und zwischen Industrien entstehen in den letzten Jahren zunehmend digitale Plattformen und Ökosysteme. Diese kollaborativen Organisationsformen wollen ein innovatives Nutzenversprechen gegenüber Kund*innen erbringen und bündeln dazu Ressourcen und Fähigkeiten ihrer Mitglieder. Meist wird es dadurch möglich, integrierte Lösungen anzubieten, die vorher nicht bestanden. Doch wie gelingt dies? Wie baut man solche Organisationsformen auf? Wie steuert man sie? Basierend auf aktuellen Erkenntnissen in Wissenschaft und Praxis wollen wir mit Hilfe eines Bezugsrahmen die dabei relevanten Themen beleuchten.Type:journal articleJournal:OrganisationsEntwicklungVolume:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Managing Evolving Ecosystems? How Orchestrators Balance High and Low Levels of Control During Ecosystem Evolution(2023-10-02); ; Ecosystems have become an increasingly common way of aggregating the products or services of different firms into a single offering. While the central actors in these ecosystems (i.e., the orchestrators) typically coordinate the activities of ecosystem members, they are usually not able to control their exact actions, which limits their ability to create a successful ecosystem. In this paper, we study how orchestrators choose between forms of collaboration with ecosystem members that either have high or low levels of control. Using a novel dataset of 35 ecosystems, we aim to show that orchestrators will choose lower levels of control if they want to benefit from diverse knowledge and high levels of control if they want improve coordination and secure their central position.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, ABB Successfully Transforming a Global Player - Case StudyABB, with its sprawling array of businesses accumulated over the years through acquisitions and organic growth, had reached a point of reckoning. The conglomerate’s mosaic of businesses, some thriving, others fading, presented a unique set of challenges. It was a jigsaw puzzle that needed a guiding hand, a unifying vision, and an unwavering commitment to transformation. The momentous task fell to a new leader, Björn Rosengren, who stepped into the role of CEO in early 2020 with the weight of history and the promise of change on his shoulders. On June 10, 2020, marking his 100th day as CEO, Rosengren stepped forward to outline his strategic priorities, a framework he dubbed the "ABB Way". The ABB Way is the common operating model for all divisions, business areas and lean corporate center. It defines “how” value is created and builds on four elements: business model, people & culture, brand and governance. Particular was the decentralization into a lean corporate parent, four business areas and 18 autonomous divisions (20 by 2023), with individual P&L responsibility in the business lines within the divisions. ABB prioritized stability and profitability over growth and therefore employed active portfolio management by divesting businesses lacking a connection to the company purpose and underperforming the profitability goals set by top management. Lastly, Rosengren expressed the company’s commitment to $500 million in cost savings through rigorous cost cutting and a streamlined organization.Type:case study - Some of the metrics are blocked by yourconsent settings
Item type:Publication, ABB Successfully Transforming a Global Player - Teaching NoteABB, with its sprawling array of businesses accumulated over the years through acquisitions and organic growth, had reached a point of reckoning. The conglomerate’s mosaic of businesses, some thriving, others fading, presented a unique set of challenges. It was a jigsaw puzzle that needed a guiding hand, a unifying vision, and an unwavering commitment to transformation. The momentous task fell to a new leader, Björn Rosengren, who stepped into the role of CEO in early 2020 with the weight of history and the promise of change on his shoulders. On June 10, 2020, marking his 100th day as CEO, Rosengren stepped forward to outline his strategic priorities, a framework he dubbed the "ABB Way". The ABB Way is the common operating model for all divisions, business areas and lean corporate center. It defines “how” value is created and builds on four elements: business model, people & culture, brand and governance. Particular was the decentralization into a lean corporate parent, four business areas and 18 autonomous divisions (20 by 2023), with individual P&L responsibility in the business lines within the divisions. ABB prioritized stability and profitability over growth and therefore employed active portfolio management by divesting businesses lacking a connection to the company purpose and underperforming the profitability goals set by top management. Lastly, Rosengren expressed the company’s commitment to $500 million in cost savings through rigorous cost cutting and a streamlined organization.Type:case study - Some of the metrics are blocked by yourconsent settings
Item type:Publication, HOW DO ORCHESTRATORS ORCHESTRATE? THE EVOLUTION OF INTER-FIRM MODULARITY AND IMPLICATIONS ON THE ARCHITECTURAL SETUP OF ECOSYSTEMS(2025-07-29); ; The supply-side architecture of complex systems has been conceptualized as a source of both value creation and capture. While previous literature suggests that higher multilateral interdependencies between the actors in such systems increase the complexity of orchestration, less is known about architectural consequences. In this paper, we explore architectural control in the collaboration between the orchestrator and prospective complementors by studying ecosystem separability. This empirical study is the first to quantitatively investigate the evolutionary orchestration of complex inter-firm collaboration architectures with high multilateral interdependencies. Drawing from our novel dataset on 30 ecosystems across ten of the largest industries worldwide over a time period of 20 years, we employ a multinomial logit regression. Our results suggest that for each unit increase in ecosystem separability, the odds of the form of collaboration with a prospective complementor to be a joint venture (JV) are 9.6 times higher than the baseline of a nonhierarchical form of collaboration. Counterintuitively, this effect is marginal and not significant for the M&A deal outcome. We also find support that the odds of the form of collaboration with a prospective complementor to be a JV are dampened as the prospective complementor contributes to a module that is new to the ecosystem. Our research challenges ecosystem literature and extends General Modular Systems Theory with implications for theory and practice.Type:conference contribution