Benedikt Alexander Schuler
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Schuler
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Benedikt Alexander
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benedikt.schuler@unisg.ch
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'LinkedIn, LinkedIn on the screen, who is the greatest and smartest ever seen?': A machine learning approach using valid LinkedIn cues to predict narcissism and intelligence

2024 , Tobias Marc Härtel , Benedikt Alexander Schuler , Mitja Back

This is an open access article under the terms of the Creative Commons Attribution-NonCommercial License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited and is not used for commercial purposes.

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Exploring the Structure and Modularity of Internal Combustion Engine and Battery Electric Vehicles

2022-07 , Murmann, Johann Peter , Schuler, Benedikt Alexander

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Bubbles and Crashes: The Boom and Bust of Technological Innovation

2020-05-01 , Murmann, J. Peter , Schuler, Benedikt Alexander

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Exploring the structure of internal combustion engine and battery electric vehicles: implications for the architecture of the automotive industry

2023-02-01 , Murmann, J. Peter , Schuler, Benedikt Alexander

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Integrating the Accuracy and Time Dimension of Foresight

2022-07 , Schuler, Benedikt Alexander , Murmann, Johann Peter , Beisemann, Marie

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A Note on Improving the Measurement of the Quality of Forecasts in Prediction Tournaments

2020-11-09 , Schuler, Benedikt Alexander , Murmann, Johann Peter , Beisemann, Marie

We begin by arguing that the quality of forecasts consists of two aspects: accuracy and timing. Existing conceptualizations and operationalizations of the quality of forecasts, however, appear to focus more on the accuracy and do not incorporate sufficiently the timing of forecasts. To improve the so-called Accuracy Score of Cultivate Labs (the backend of GJopen and our St. Gallen Forecasting platform), we propose what we call the “Quality Score”, which also considers the timing of bad forecasts. We believe that Cultivate Labs should consider adopting a Quality Score instead of its current Accuracy Score. Building on Merkle et al. (2017), we then move into a second important proposal by noting that research is frequently interested in measuring as precisely as possible the forecasting skills of persons. We argue that IRT models should be the preferred tool for measuring the forecasting skills of persons as they usually allow researchers to measure the forecasting skills more accurately than the Accuracy Score or Quality Score. To allow researchers to estimate forecasting skills, we refine an earlier IRT model to implement our definition of the quality of forecasts in the context of forecasting tournaments. Unlike earlier IRT models, which only captured the timing of one forecast per tournament question, our proposed model makes it possible to assess the timing of multiple forecast per tournament question, as is common on the GJopen and St. Gallen forecasting platforms. With our refined IRT model one can analyze experimental settings in which forecasters are encouraged to update their probability forecasts every time they obtain relevant new information.

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My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation

2023-03-01 , Schuler, Benedikt Alexander , Orr, Kevin , Hughes, Jeffrey

How does middle managers’ sensemaking of other middle managers’ attitudes to a new strategy affect strategy implementation? We explore this question using a qualitative-abductive approach. Our investigation of the implementation of a top-down strategy in the plant of a multinational German engineering company revealed that middle managers experiencing ambiguity make sense of other middle managers’ attitudes to the strategy in social interactions. Based on their understanding of their colleagues’ attitudes, middle managers construct shared and separate realities about the strategy to be implemented. While shared realities are subjectively experienced commonalities, separate realities are subjectively experienced differences from others’ attitudes to the strategy. In our case, middle managers’ shared realities were associated with inaction on strategy implementation, whereas middle managers’ separate realities were related to initial actions to implement the strategy. Our findings suggest that middle managers’ sensemaking of other middle managers’ attitudes to a new strategy can shape their strategy implementation behavior.

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Middle Managers’ Resistance to Strategy Implementation: The Impact of Middle Managers’ Shared Realities

2021-08-02 , Schuler, Benedikt Alexander , Orr, Kevin

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