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Sven Gunnar Tilo Kunisch
Former Member
Title
Prof. Dr.
Last Name
Kunisch
First name
Sven Gunnar Tilo
15 results
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Item type:Publication, Bezauberndes Mütterchen Russland oder argwöhnischer Bär? : M&A in Russland - Rahmenbedingungen und Motive des Going EastType:journal articleJournal:M&A REVIEWIssue:11 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Ein Blick in die Matrjoschka - Rahmenbedingungen und Motive für M&A in RusslandType:journal articleJournal:Osteuropa-WirtschaftVolume:54Issue:4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Der deutsche M&A-Markt 2008 - Im Zeichen der FinanzkriseType:journal articleJournal:M&A REVIEWIssue:02 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Deutscher M&A-Markt im Sog des globalen Abwärtstrends: Die M&A-Aktivitäten im ersten Halbjahr 2009Type:journal articleJournal:M&A REVIEWIssue:8-9 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, M&A-Aktivitäten in Deutschland im ersten Halbjahr 2008: Steigende Deal-Anzahl bei fallenden TransaktionsvoluminaType:journal articleJournal:M&A REVIEWIssue:8-9 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, M&A-Markt 2007 in Deutschland - Zwei unterschiedliche JahreshälftenType:journal articleJournal:M&A REVIEWIssue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Contextual Ambidexterity - A Silver Bullet For Superior Performance: Investigating Environmental ModeratorsContextual ambidexterity, conceptualized by Gibson and Birkinshaw (2004) as a means to balance exploration and exploitation at a business unit-level, is presumed an organizational capacity which facilitates superior performance. In this paper, we not only seek for further empirical evidence for the contextual ambidexterity-performance relationship but also explore its boundary conditions, which have been disregarded thus far. Specifically, we advance the argument that the relationship is moderated by environmental factors. Drawing on three important characteristics of the external environment, we develop testable hypotheses respectively. Somewhat counterintuitive, the hypotheses suggest a certain conservatism in expectations with respect to the performance impact of contextual ambidexterity. The study mainly contributes to the ambidexterity research stream, as it aids surmounting indicated shortcomings in the literature.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Corporate Headquarters Change : Investigating Antecedents from an Upper Echelons PerspectiveSince Chandler (1962) drew attention to the multi-business corporation, scholars have explored a variety of phenomena related to corporate headquarters. Yet, the phenomenon of corporate headquarters change has been widely disregarded while prima facie evidence for its importance persists. In this study, we seek to explore CEO successions as antecedents to changes in corporate headquarters structures. We argue that both, the nature of the succession event as well as individual characteristics of the CEO successor have effects on such changes. Applying the well-established UPPER ECHELONS perspective, the study is among the first to scholarly investigate the contemporary phenomenon of corporate headquarters change.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational Forgetting in Divestment: Senior Moment or Stimulus for Post-Divestment Performance?(2008-10-12)Applying the lens of organizational learning, we investigate the role of organizational forgetting in divestments. We propose that forgetting moderates the relationship between divestment and postdivestment performance. Specifically, we infer positive impacts for firms with low levels of accidental forgetting while firms with high levels experience negative impacts. Likewise, we infer positive impacts for high levels of purposeful forgetting while firms with low levels face negative impacts. We argue that purposeful forgetting fosters to free up resources that can be leveraged for creating additional organizational knowledge. Hence, forgetting antecedes new organizational learning and enables firms to do new things or existing things better with the newly configured portfolio. Ultimately, this leads to increased post-divestment performance. We use an organizational forgetting model to analyze the relationship.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Demographiefeste Unternehmensführung: Strategische Massnahmen zum Management einer Aging Workforce(Springer, 2009); ; ; ; Type:book sectionIssue:Bd. 7