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Joachim Stonig
Title
Dr.
Last Name
Stonig
First name
Joachim
Email
joachim.stonig@unisg.ch
Phone
+41 71 224 7619
Now showing
1 - 10 of 27
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PublicationManaging multi-tiered innovation ecosystems( 2024-01)We study how orchestrators of innovation ecosystems govern their relationships with multiple heterogeneous complementors that differ in their positions and activities that contribute to an integrated value proposition. Prior research has focused on ecosystem-wide and complementor-specific governance, each not suited to adequately address the challenges of this context. Building on a multiple-case study in the financial services sector, our findings demonstrate that orchestrators create distinctly governed tiers of complementors based on the domains of uncertainty underlying their ecosystem blueprint. The organizational form and coordination mechanisms of these tiers reflect the convergent or explorative role of complementors in the core or the periphery of the blueprint. We contribute to ecosystem governance by introducing complementor tiers as a governance approach that blends elements of ecosystem-wide and complementor-specific governance and by linking governance choices to uncertainty and complementor roles. Furthermore, we discuss the potential for future research at the intersection of ecosystem and open innovation governance.Type: journal articleJournal: Research PolicyVolume: 53Issue: 1
Scopus© Citations 3 -
PublicationType: journal articleJournal: Zeitschrift für OrganisationsentwicklungIssue: 3
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PublicationAuf dem Weg zum Stakeholder-Kapitalismus: Merkmale und Konsequenzen einer sich verändernden institutionellen Logik( 2023)
;Artur Baldauf ;Manfred Bruhn ;Margit Osterloh ;Dieter Pfaff ;Wolfgang Stölzle ;Georg von KroghMartin WallmeierProcesses of institutionalization shape how decisions are made and actions are taken in companies. In recent years, calls for a change in the dominant institutional logic have become louder both in corporate practice and in the academic debate. Many are advocating for "stakeholder capitalism". In this overview article, we explain the background and characteristics of the stakeholder logic and distinguish it from the previous investor logic and corporate logic. In the second part, we analyze how a stakeholder logic is likely to affect the elements of organization design.Type: journal articleJournal: Die UnternehmungVolume: 77Issue: 4 -
Publication
Scopus© Citations 51 -
PublicationBusiness Ecosystems and Platforms:Towards a Shared UnderstandingSupplement to the special issue on "Business Ecosystems" in the journal "Die Unternehmung" (4/2019)Type: journal articleJournal: Die UnternehmungVolume: 73Issue: 4
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PublicationType: journal articleJournal: Controlling : Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume: 31Issue: 6
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PublicationType: journal articleJournal: Die UnternehmungVolume: 73Issue: 4
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PublicationNavigating the Challenges of Ecosystem Emergence: A Multi-Level Review of Leader and Complementor StrategiesBusiness ecosystems are currently transforming many established sectors. Understanding how ecosystems emerge and influence strategic outcomes is thus an important concern for academics and managers of incumbent firms alike. Ecosystems result from configuration processes where an ecosystem leader aligns multiple independent but complementary organizations to offer an integrated solution to meet a specific and often complex customer need. In this review, we analyze empirical research on the processes and outcomes of ecosystem emergence. We structure our findings along three analytical levels, highlighting the changes that ecosystems engender in competitive dynamics, the inter-organizational relationships, and the required internal organization of the participating firms. Ecosystem participants, leaders and complementors have to navigate the creation phase dynamically and then develop the strategic activities suited to their eventual role in the ecosystem.Type: journal articleJournal: Die UnternehmungVolume: 73Issue: 4
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PublicationType: conference paper
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PublicationA Process Model of Incumbents’ Initiatives to Build New Complementary Assets( 2023-05)Many incumbent firms are confronted with technological changes that threaten their complementary assets. Alas, there is scant research about the intra-organizational processes that enable effective responses to this type of discontinuity. Our multiple case study in the European chemical industry illustrates how incumbents manage strategic initiatives that develop new complementary assets, namely digital platforms for selling and distributing chemicals. Drawing on research of strategy processes and complementary-asset discontinuities, we develop a multi-level process model of gradual uncoupling: to build novel complementary assets, initiatives must first uncouple from horizontal relationships with line and functional middle managers, and subsequently uncouple from top management control. We show that alternative incumbent outcomes, such as knowledge transfer and/or modifications of existing complementary assets, result from processes that fail to engage in uncoupling. Our main contributions are to (1) provide a process perspective on incumbent adaptation to complementary-asset discontinuities, (2) contextualize extant literature on strategy processes for this type of change, and (3) detail how incumbents can leverage their core business to build digital platform businesses.Type: conference paperJournal: Academy of Management Annual Meeting Proceedings
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