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Sven Gunnar Tilo Kunisch
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Prof. Dr.
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Kunisch
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Sven Gunnar Tilo
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PublicationTime as a Research Lens: A Conceptual Review and Research AgendaTime is gaining recognition as an important research perspective, yet the assumptions, concepts, and boundaries of this perspective vary greatly across different fields. This diversity suggests that time offers both significant depth and relevance as a lens for research. However, the diversity of approaches also harbors ambiguity and a lack of coherence, hindering scholars' ability to integrate insights and harness the full potential of time as a research lens. To address this issue, we review the diverse time-based assumptions, domains, and concepts in extant research. Our review reveals three dominant manifestations of the temporal lens: time as resource, time as structure, and time as process. We analyze and synthesize insights of the three lenses to offer an integrative framework to support future research. The framework informs and reveals opportunities for time-based research by foregrounding connections and contrasts among the lenses. Building on this framework, we discuss two principal pathways for future research: connecting the three lenses through the study of tensions at their interfaces, and enhancing the three lenses through the study of more complex conceptions of time.Type: journal articleJournal: Journal of Management
Scopus© Citations 5 -
PublicationComplex times, complex time: The pandemic, time‐based theorizing and temporal research in management and organization studiesThe Covid-19 pandemic brings time to the foreground as a multidimensional force that pervades diverse phenomena. For example,‘flattening the curve’–the key crisis management strategy pursued by many governments–is about slowing down the spread of the virus so that hospitals gain time to ramp up capacities and to heal patients without overflowing. Stimulus programs are about bridging the time between the pre-and post-pandemic pace of economic activity, because the virus is slowing down large parts of the global economy. Time is also of the essence in the development, production, and distribution of vaccines, complex tasks permeated by questions of timing (‘When will vaccines be available?’), pacing (‘How fast can people get vaccinated?’), and sequencing (‘In what order should people be vaccinated?’). The pandemic also brings to light diverse experiences of time. For some, rushed rhythms of busy …Type: journal articleJournal: Journal of Management StudiesVolume: 58Issue: 5DOI: 10.1111/joms.12703
Scopus© Citations 24 -
PublicationUnravelling Agency Relations inside the MNC: The Roles of Socialization, Goal Conflicts and Second Principals in Headquarters-Subsidiary Relationships(Elsevier Science, 2019)
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PublicationType: journal articleJournal: Business HorizonsVolume: 62/4
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PublicationThe CEO as A Key Micro-Foundation of Global Strategy: Task Demands, CEO Origin, and the CEO's International BackgroundResearch Summary: We explore the selection of new CEOs with an international background as a key microfoundation of global strategy. Building on executive succession, upper echelons, and international business research, we argue that firms choose CEOs with an international background to match their task demands. We further argue that depending on the CEO’s origin from inside or outside the firm different task demands matter. Specifically, we propose that the relationship between internal (firm-level) task demands and the new CEO’s international background is more pronounced for inside successions, whereas the relationship between external (industry-level) task demands and the new CEO’s international background is more pronounced for outside successions. An analysis of a sample of 363 CEO successions in S&P 500 firms supports our reasoning. Managerial Summary: Choosing a CEO with the “right” experience is a crucial concern for many large firms. While firms seem to increasingly often select new CEOs with international backgrounds, by far not all firms do so. In this paper, we explore the factors that might influence this choice. Specifically, we find that the predecessor’s international background, the firm’s level of internationalization, as well as the firm’s industry internationalization have an influence on the selection of a CEO with an international background. While for inside successions the firm’s level of internationalization is particularly important, for outside successions, the level of internationalization of the firm’s industry is particularly important. Our findings inform those who search, select, and appoint new CEOs, including boards of directors and (executive search) consultants.
Scopus© Citations 29 -
PublicationMind the Gaps! An Assessment of Research on Managerial Perception GapsManagerial perception gaps are common and have considerable implications for organizations. This study examines the extant knowledge on managerial perception gaps, and proposes an organizing framework for their antecedents and consequences. Based on this analysis, we identify several shortcomings in the extant literature and outline a future Research agenda. We recommend three avenues for future research: 1) illuminating the underlying processes and micro-foundations, 2) advancing conceptualization and measurement, and 3) exploring complex, multilevel, and nested relationships.Type: journal articleJournal: Die UnternehmungVolume: 71Issue: 1
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PublicationBenchmarking Corporate Headquarters: Instrumental, but not Strategic?Benchmarking is a widely applied management practice, but it is controversial from a strategy viewpoint. In business terms, “benchmarking” refers to the process of comparing one firm's practices or performance to best practices from other companies.1 In his article entitled “Benchmarking Corporate Headquarters”, David Young (1998) applies this general idea to the corporate headquarters (CHQ), which is the central organizational entity in large and diversified firms (cf. Menz et al., 2015). Whereas Young largely focuses on the potential merits of CHQ benchmarking, the purpose of this commentary is to draw attention to its potential perils. It is useful to first briefly revisit Young's main assertions: The article is motived by two observations. One observation is that many firms are dissatisfied with their CHQ performance (Young, 1993, Young and Goold, 1993, Young et al., 2000). A second observation is that firms often struggle to challenge the CHQ's status quo owing to its highly political nature (also see Ferlie and Pettigrew, 1996). Based on these observations the article's main objective is to suggest a rather objective way for practicing managers to assess the design and performance of their CHQ. The author argues that a comparison of the firm's own CHQ activities and performance metrics with corresponding metrics for industry leaders or other corporations can be useful for improving performance and for triggering discussions about the corporation's parenting strategy.Type: journal articleJournal: Long range planning : LRPVolume: 50Issue: 1
Scopus© Citations 3 -
PublicationDoes Headquarter Structure Follow Corporate Strategy? An Empirical Study of the Relations between Corporate Strategic Change and Changes in the Size of Corporate HeadquartersDespite the importance that scholars and practicing managers attribute to the organizational design of the corporate headquarters (CHQ), research on changes in CHQ size is lacking. In an attempt to empirically explore the antecedents and potential consequences of such changes, I draw on the contingency and organizational-adaptation perspectives to develop a set of hypotheses for the relationships between corporate-level strategic change (CSC) – defined as changes in the firm’s business portfolio –, changes in the size of the CHQ and firm performance. To test the hypotheses, I analyse data from a comprehensive survey of large public firms in Europe and the US, and data from public sources pertaining to the surveyed firms. While the empirical results lend support to the hypothesized role of CSC, they also reveal differences between related CSC and unrelated CSC. However, I find no support for the expected performance implications. The study contributes to research on the CHQ, corporate-level strategic change, and the relationship between strategy and structure in the contemporary corporation. The findings also inform corporate managers and those involved in advising firms, such as strategy consultants.Type: journal articleJournal: Journal of business economics and managementVolume: 18Issue: 3
Scopus© Citations 5 -
PublicationTime in Strategic Change ResearchIn ever-changing environments, strategic change manifests as a crucial concern for firms and is thus central to the fields ofmanagement and strategy. Common and foundational to all strategic change research is time—whether recognized in the extant studies or not. In this article, we critically review the existing body of knowledge through a time lens. We organize this review along (1) conceptions of time in strategic change, (2) time and strategic change activities, and (3) time and strategic change agents. This approach facilitates our assessment of what scholars do and do not know about strategic change, especially its temporal components. Our review has particularly revealed a need to advance scholarly understanding about the processual dynamics of strategic change. We thus extend our assessment by proposing six pathways for advancing future research on strategic change that aim at fostering an understanding of its processual dynamics: (1) temporality, (2) actors, (3) emotionality, (4) tools and practices, (5) complexity, and (6) tensions.Type: journal articleJournal: Academy of Management AnnalsVolume: 11Issue: 2
Scopus© Citations 170 -
PublicationChanges at Corporate Headquarters: Review, Integration and Future ResearchIn modern corporations, the corporate headquarters (CHQ) unit is considered central to the fortune of the overall firm. In light of ever-changing environments, changes at the CHQ have become a crucial concern in management research and practice, and scholars have studied a variety of changes at the CHQ. Despite the common focus on the CHQ entity and the potential for cross-fertilization across several research tracks, a coherent picture of this dispersed body of knowledge is lacking. In this article, we review 25 years of research on changes at the CHQ. In so doing, we advance a common language and an overarching framework that integrates the existing knowledge in the intellectual domains of strategy, organizational design and international business research. On this basis, we suggest directions for future research to advance our knowledge of: (1) the pressure for and resistance to changes at the CHQ, (2) interrelationships among changes at the CHQ, (3) change processes at the CHQ, (4) agents involved in changes at the CHQ and (5) adaptive and disruptive effects of changes at the CHQ. Overall, the study provides a conceptual basis for combining the existing knowledge of changes at the CHQ and serves as a guide for future research.Type: journal articleJournal: International Journal of Management ReviewsVolume: 17Issue: 3DOI: 10.1111/ijmr.12044
Scopus© Citations 60