Prof. Dr.

Christoph Lechner

Professor of Strategic Management

Christoph Lechner is Director at the Institute of Management & Strategy (IoMS) and holds the chair for strategic management at the University of St. Gallen. He leads the Master in Business Management (MUG), which is one of the 10 best management programs worldwide (QS ranking). In addition to his academic duties, he is a member of the Board of Directors of Helvetia (insurance). He was Vice President of the Board of Directors of Hügli (Food) for 18 years until it was sold to Coop in 2018. Christoph Lechner also participates in company foundations, e.g. the Swiss Virtual Business School, which was sold to the Swedish SBS Group in 2020. As a strategy consultant and in executive education Prof. Lechner has worked with companies such as ABB, Altana, BASF, Clariant, Credit Suisse, Danaher, Klöckner, Novartis, Richemont, Siemens, Santander, Shell, Tata, and Zeiss worldwide.

 

Prof. Dr. Christoph Lechner

Christoph Lechner is a professor of strategic management, as well as Director of the Institute of Management & Strategy (IoMS) at the University of St. Gallen. He holds two master’s degrees: one in economics from Wayne State University (USA) and another one in business administration from the University of Augsburg (Germany). He obtained his doctorate in 1999 and habilitated in 2004 in Strategic Management at the University of St.Gallen. He received offers for professorship from Bocconi University (Italy), EM Lyon (France), and the University of Mannheim (Germany). Simultaneously with his academic duties, Christoph Lechner is member of the Board of Directors of Helvetia (insurance). His previous career was closely linked with Deutsche Bank where he worked after his apprenticeship in corporate banking as an assistant to the Executive Board and in structured finance (Singapore).

Education

Year

Degree

Institution
1999-2004 Habilitation in Strategic Management University of St. Gallen, Switzerland
1995-1999 Ph.D. in Strategic Management University of St. Gallen, Switzerland
1989-1995 Business administration degree (MBA) University of Augsburg, Germany
1992-1993 Master of Arts in Economics Wayne State University, USA
1987-1989 “Qualified Banker” Chamber of Industry and Commerce, Augsburg, Germany
1977-1986 Secondary Education Grammar School, St. Stephan, Augsburg, Germany

Academic Career

Year

Position

University
2004–today Chair Holder Strategic Management University of St. Gallen, Switzerland
2003–today Professor of Strategic Management Bocconi University, Italy; EM Lyon (France); ESMT (Germany) and University of Mannheim (Germany)
2009 Visiting Professor IAE Business School, Austral University, Argentina
2003 Visiting Professor The Wharton School, University of Pennsylvania, USA
2002 Visiting Professor School of Business, University of Connecticut, USA
1998-2002 Senior Lecturer of Strategic Management University of St. Gallen, Switzerland
1995-1998 Research Assistant University of St. Gallen, Switzerland

Professional Positions

Year

Position

University
2017–today Manager of Bachelor major subject “Strategy and Organization” University of St. Gallen, Switzerland
2016–today Academic Director of the “Master of Business Management” program University of St. Gallen, Switzerland
2007–today Member of the Board of Directors Institute for Insurance Economics (I.VW), University of St. Gallen, Switzerland
2004–today Member of the Association and Senate of the School of Management University of St. Gallen, Switzerland

Awards

Year

Award

Awarding organization
2010 Best Lecturer Award, MBA Program University of St. Gallen, Switzerland
2008 Best Lecturer Award, MBA Program University of St. Gallen, Switzerland
2006 Winner of the Sumantra Ghoshal Research and Practice Award of the Business Policy and Strategy Division Academy of Management
2006 Distinguished Paper Award of the Business Policy and Strategy Division Academy of Management
2005 Winner of the SMS Best Conference Paper Award, International Conference Strategic Management Society
2004 Finalist for the SMS Best Conference Paper Award, International Conference Strategic Management Society
2001 ‘Best German Business Book’ for the book: “Strategisches Management: Wie Strategische Initiativen zum Wandel führen” CapGemini Ernst&Young Award
1999 Winner of the Dr. Peter-Werhahn-Price for Outstanding Achievements in Business Administration and Philosophy of Science University of St. Gallen, Switzerland
1992-1993 German Academic Exchange Service scholarship DAAD

Teaching on Bachelor, Master and PhD level

Year

Course

Degree
2017–today Strategic Management Bachelor
2013–today Business Models: Innovation & Renewal Master
2010–today Corporate Strategy & Governance Master
2006–today Theoretical Perspectives in Strategy & Management PhD
1999-2010 Managing Professional Service Firms Master
1999-2009 Strategy Process Research PhD
2005-2009 Alliance and Network Strategy Master
2001-2002 Topics in Strategy Master
2001-2002 Perspectives on Organizations Master
2001-2002 Corporate Strategy Master
1999-2001 Cases and Excercises in Business Administration Bachelor
1999-2001 Organizational Capabilities & Resource-based-view of Strategy Bachelor
2001-2002 Perspectives on Organizations Master
2001-2002 Perspectives on Organizations Master

Teaching on the Executive Level

Year

Course

Degree
1997–today Lecturer of selected topics in strategic management Public program
1997-2015 Strategic Management Executive MBA
2005-2010 Managing Professional Service Firms MBA
1998-2007 Co-Organizer and Speaker of the Forum on Managing Professional Service Firms University of St. Gallen
2003-2006 Strategic Management Global MBA
2001-2005 Strategic Management EMBA

Research Grants

Year

Sponsor and topic

Amount of funding
2010-2013 Swiss National Fund (SNF), “Managing Corporate Programs” CHF 320,863
2009-2011 Regula & Fredy Lienhard Foundation, “Responsible Corporate Competitiveness & Responsible Leadership” CHF 300,000
2010 Research Fund (GFF) of the University of St. Gallen, “Activity Systems and their Renewal” CHF 95,000
2006-2008 Industry Consortium with 5 major European corporations, “Strategy Process Modes for Growth Initiatives” CHF 160,000
2008 Basic Research Fund (GFF) of the University of St. Gallen, 2008, “Exploring Corporate Programs” CHF 40,000
2005-2006 Industry Consortium with 4 major European corporations, “Shaping Strategy Processes” CHF 80,000

Invited Research Talks

Bocconi University (Italy), Cass Business School (UK), European Business School EBS (Germany), EM Lyon (France), FU Berlin (Germany), Helsinki University of Technology (Finland), IAE Business School (Universidad Austral, Argentina), IMD (Switzerland), Irvine University (USA), Kelly School of Business (Indiana University, USA), LMU München (Germany), University Zürich (Switzerland), Wharton School (University of Pennsylvania, USA)

Publications

Reviewed Journal Publications

  • Kreutzer, M., Cardinal, M., Walter, J. & Lechner, C. 2016. Formal and informal control as complement or substitute, Strategy Science, Volume 1 Issue 4, December, 235-255.
  • Walter, J., Lechner, C. & Kellermanns, FW. 2016. Learning activities, exploration and the performance of strategic initiatives, Journal of Management, 42(3), 769-802.
  • Albert, D., Kreutzer, M. & Lechner, C. 2015. Resolving the paradox of interdependency and strategic renewal in activity systems, Academy of Management Review, Vol. 40, No. 2, 210-234.
  • Lechner, C. & Hettich, E. 2014. Metaorganisationen: Komplexität mit Kollaboration begegnen, Zeitschrift Führung und Organisation (ZFO), 83 Jahrgang, 5, Sept./October, 333-339.
  • Kownatzki, S., Walter, J., Floyd, SW., Lechner, C. 2013. Corporate control and the speed of SBU-level decision making, Academy of Management Journal, 56 (5), 1295-1325.
  • Boppel, M., Kunisch, M., Keil, T. & Lechner, C. 2013. Driving change through corporate programs, MIT Sloan Management Review, 55(1), Fall, 20-22.
  • Lechner, C. & Floyd, S. 2012. Group influence activities and the performance of strategic initiatives, Strategic Management Journal, 33(5), 478-495.
  • Walter, J., Kellermanns, F., Lechner, C. 2012. Decision making within and between organizations: Rationality, politics, and alliance performance, Journal of Management, Vol. 38, Nr. 5, 1582-1610.
  • Kellermanns, F. W., Walter, J. Lechner, C., Floyd, S. W. & Shaw, J. 2011. To agree or not to agree? A meta-analytical review of the relationship between strategic consensus and organizational performance. Journal of Business Research, 64(2), 126-133.
  • Lechner, C., Frankenberger, K. & Floyd, S. 2010. Task contingencies in the curvilinear relationships between inter-group embeddedness and initiative performance, Academy of Management Journal, Vol. 53, Nr. 4, 865-889.
  • Lechner, C. & Kreutzer, M. 2010. Coordinating growth-initiatives in multi-unit corporations, Long Range Planning, Vol. 43, February, 6-32.
  • Kreutzer, M. & Lechner, C. 2009. Implementierung von Strategien: Bestandsaufnahme und Ausblick, Organisationsentwicklung, Nr. 1, 4-13.
  • Schmid, T., Müller-Stewens, G. & Lechner, C. 2009. Strategische Initiativen als Instrument des Corporate Managements, Zeitschrift Führung und Organisation (ZFO), 78(2), 80-87.
  • Lechner, C., Kreutzer, M. & Schaedler, J. 2008. Wachstumsinitiativen erfolgreich realisieren. Harvard Business Manager, Oktober, 74-84.
  • Lavie, D., Lechner, C. & Singh, H. 2008. All for one: should a company join a multi-partner alliance? MIT Sloan Management Review (& Wall Street Journal – joint publication), R8/R12, May 12, 2008.
  • Walter, J., Lechner, C. & Kellermanns, F. 2008. Disentangling alliance management processes: decision making, politicality, and alliance performance, Journal of Management Studies, Vol. 45, Nr. 3, 530-560.
  • Koster, A., Szczepanski, M. & Lechner, C. 2008. A tailored approach for successful growth, Strategy + Business, Issue 51, Summer, 14-17.
  • Lavie, D., Lechner, C. & Singh, H. 2007. The performance implications of timing of entry and involvement in multi-partner alliances, Academy of Management Journal, Vol. 50, Issue 3, 578-604.
  • Lechner, C. & Floyd, S. 2007. Searching, processing, codifying and practicing – Key learning activities in exploratory initiatives, Long Range Planning, Vol. 40, Issue 1, 9-29.
  • Walter, J., Lechner, C. & Kellermanns, F. 2007. Knowledge transfer between and within alliance partners: Private versus collective benefits of social capital, Journal of Business Research, 60, 698-710.
  • Lechner, C. & Kreutzer, M. 2007. Dimensionen der Führung von Beratungsunternehmen, Zeitschrift der Unternehmensberatung, April, 53-57.
  • Lechner, C.; Gesing, N., Kreutzer, M., Müller-Stewens, G. 2005. Berater unter Druck – Herausforderungen an das Geschäftsmodell der Beratungsindustrie, Harvard Business Manager, August, 6-8.
  • Kellermanns, F., Walter, J., Lechner, C., & Floyd, S. 2005. The lack of consensus in strategic consensus research: Advancing theory and research. Journal of Management, 31(5), 719-737.
  • Lechner, C. 2004. Lernaktivitäten, Anschlussfähigkeit und der Erfolg strategischer Initiativen, Zeitschrift für Betriebswirtschaft, 74(9), 943-963.
  • Lechner, C., Marx, K. & Müller-Stewens, G. 2004. The race for new e-business models, European Business Review, 16, 65-69.
  • Müller-Stewens, G. & Lechner, C. 1999. Zur Gestaltung unternehmerischer Einheiten: Der General Management Navigator als ein Konzept zur integrierten Strategie- und Wandelarbeit, Organisationsentwicklung, 2, 24-43.

Reviewed Conference Papers

  • Albert, D., Kreutzer, M. & Lechner, C. 2011. Interdependencies of activity systems and strategic renewal. Strategic Management Society Conference, Miami.
  • Boppel, M., Keil, T. & Lechner, C. 2011. Do corporate initiatives require coordination? Strategic Management Society Conference, Miami.
  • Albert, D., Kreutzer, M., & Lechner, C. 2010. Strategic renewal of activity systems: a model for interdependence characteristics, Strategic Management Society Conference, Rome.
  • Lechner, C., Walter, J., Kellermanns, F., & Floyd, S. 2010. Learning Activities and the Performance of Exploratory Versus Exploitative Strategic Initiatives, Strategic Management Society, Rome.
  • Kreutzer, M. & Lechner, C. & Herrmann, A. 2008. Formal control and strategic initiatives, Strategic Management Society Conference, Cologne.
  • Kreutzer, M. & Lechner, C. & Cardinal, L. 2008. Informal and formal control levers, Academy of Management Conference, Los Angeles.
  • Lechner, C., Rothaermel, F. & Agung, S. 2008. Complexity theory on network evolution, Academy of Management Conference, Los Angeles.
  • Kownatzki, M., Lechner, C., & Walter, J. 2007. ‘Friend or foe? Corporate control and strategic decision–making speed’. Strategic Management Society Conference, San Diego, USA.
  • Dovev, L., Lechner, C. & Singh, H. 2005. The Distribution of Benefits in Multi-Partner Alliances: The Case of the Wi-Fi Alliance (selected as one of ten finalists for the 25th International Conference of the Strategic Management Society from more than 850 submissions).
  • Walter, J., Lechner, C. & Kellermanns, F.W. 2004. Decision Making in Alliances, Strategic Management Society Conference, Puerto Rico.
  • Lechner, C. & Floyd, S. 2004. Deliberate learning, degree of exploration and learning effectiveness, Academy of Management Conference, New Orleans.
  • Lechner, C. & Rothaermel, F. 2004. Process factors and network dissolution, Academy of Management Conference, New Orleans.
  • Lavie, D., Lechner, C. & Singh, H. 2004. The performance implications of involvement and timing of entry in standard-setting alliances, Academy of Management Conference, New Orleans, USA.
  • Lechner, C. & Rothaermel, F. 2003. Process factors and the dissolution of alliance networks, 22. Strategic Management Society Conference, Baltimore.
  • Lechner, C. 2003. Learning activities, compatibility, and strategic initiatives, Conference of the Association of German Professors of Management, Zürich.
  • Walter, J. & Lechner, C. 2003. Configurations of inter- and intra-firm networks and their impact on alliance success, Academy of Management Conference, Seattle.
  • Lechner, C. & Rothaermel, F. 2003. The emergence of a network system: a complexity perspective, Academy of Management Conference, Seattle.
  • Lechner, C. & Floyd, S. 2003. The role of learning, politics and trust building in overcoming core rigidities, Academy of Management Conference, Seattle.
  • Lechner, C. & Floyd, S. 2002. The role of process and context factors on the success of strategic initiatives with low compatibility, Academy of Management Conference, Denver.
  • Kownatzki, M., Lechner, C., Müller-Stewens, G. 2001. Decision speed and the role of corporate involvement, Strategic Management Society Conference, San Francisco.
  • Deiss, M. & Lechner, C. 2001. Idea generation and its impact on resource allocation, Academy of Management Conference, Washington.
  • Lechner, C. & Deiss, M. 2000. Determinants influencing the pattern of idea generation in strategic processes, International Conference of the Strategic Management Society, Vancouver, Canada.
  • Lechner, C. & Spickers, J. 2000. Kernkompetenzen aus einer netzwerktheoretischen Perspektive, Conference on Organizational Capabilities, Bochum.
  • Lechner, C. & Müller-Stewens, G. 1999. Zur Entwicklung von Allianzsystemen oder die Emergenz kollektiv geteilter Fähigkeiten, Conference of the Association of German Professors of Management, Bamberg.

Books

  • Müller-Stewens, G. & Lechner, C. 2016. Strategisches Management: Wie strategische Initiativen zum Wandel führen, Fifth Edition (Textbook on Strategic Management), Stuttgart: Schäffer-Pöschel.
  • Menz, M., Schmid, T., Müller-Stewens, G. & Lechner, C. (eds.) 2011. Strategische Initiativen und Programme: Unternehmen gezielt transformieren, Gabler Verlag.
  • Lechner, C. & Müller-Stewens, G. 2009. Management von Strategieprozessen, Schäffer-Poeschel.
  • Lechner, C. & Müller-Stewens, G. 2009. Strategien von Geschäftseinheiten, Schäffer-Poeschel.
  • Lechner, C. & Müller-Stewens, G. 2009. Strategische Analyse, Schäffer-Poeschel.
  • Lechner, C. & Müller-Stewens, G. 2009. Wertschöpfung, Schäffer-Poeschel.
  • Lechner, C. & Müller-Stewens, G. 2009. Change Management, Schäffer-Poeschel.
  • Lechner, C. 2006. A Primer to Strategy Process Research, Göttingen: Cuvilier Verlag.
  • Lechner, C. 2004. Exploring Strategy Processes: A theoretical and empirical investigation, Habilitationsschrift, University of St. Gallen.
  • Chakravarthy, B., Müller-Stewens, G., Lorange, P. & Lechner, C. (eds.) 2003. Strategy process: Shaping the contours of the field, Strategic Management Society Book Series, Oxford: Blackwell Publishers.
  • Lechner, C. 1999. Die Entwicklung von Allianzsystemen – Theoretische Überlegungen an einem Beispiel aus der Telekommunikationsindustrie, Bern: Haupt Verlag.

Book Chapters

  • Müller-Stewens, G. & Lechner, C. 2018. Der Strategic Management Navigator: ein Bezugsrahmen zur Strukturierung der Strategiearbeit. In: Schmeisser, Becker, Beckmann, Brem, Eckstein & Hartmann (Eds): Neue Betriebswirtschaft: Theorien, Methoden, Geschäftsfelder, UVK Verlag, 370-390.
  • Müller-Stewens, G., Menz, M., Schmid, T. & Lechner, C.. 2017. Strategische Initiativen & Programme: Zurück in die Zukunft; SGO Schriftenreihe, 181-187.
  • Lavie, D., Lechner, C. & Singh, H. 2015. Leveraging Multi-Partner Alliances in Technology-Driven Industries, in T.K. Das (Ed.): Research in Strategic Alliances, Volume on Strategic Alliances for Value Creation, Information Age Publishing, 171-191.
  • Lechner, C. & Kreutzer, M. 2011. Strategic initiatives: Past, present, future, in: Mazzola, P. & Kellermanns, F.W. (eds): Handbook of Strategy Process Research, Edwar Elgar, 283-303.
  • Kreutzer, M. & Lechner, C. Strategic initiatives and control, in: Sitkin, S., Cardinal, L. & Bijlsma-Frankema, K. (eds.) 2010: Organizational Control, Cambridge University Press, 463-503.
  • Lechner, C. 2008. Sind mittelgrosse Versicherungsunternehmen überlebensfähig? Eine Analyse der Skaleneffekte im Leben- und Nicht-Lebengeschäft, Festschrift zum 150 Jahre Jubiläum der Helvetia Versicherungen, St. Gallen, 121-127.
  • Lechner, C. & Gesing, N. 2008. Developing Alliance Capability at Clariant – The Tianjin Alliance in China. In: Zentes, Joachim (Ed.); Swoboda, Bernhard (Ed.): Fallstudien zum Internationalen Management. Wiesbaden: Gabler, 381-398.
  • Lechner, C. & Walter, J. 2006. Geschäftsmodelle in der Beratungsindustrie, in: Sommerlatte, Mirow, Niedereichholz & v. Windau (eds.), Handbuch Unternehmensberatung, Erich Schmidt Verlag, 7230 (II/06), 1-17.
  • Lechner, C. 2005: Strategieberatung im Umbruch?, in: Seidl, D., Kirsch, W. & Linder, M. (Hrsg.) Grenzen der Strategieberatung: Eine Gegenüberstellung der Perspektiven von Wissenschaft, Beratung und Klienten. Bern u.a.: Haupt, 407-410.
  • Marx, K. & Lechner, C. 2005. The role of the social context for strategy making: examining the impact of embeddedness on the performance of strategic initiatives, in: Floyd, S.W., Roos, J., Jacobs, C. & Kellermanns, F.W. (Eds): Innovating Strategy Process, Strategic Management Society Book Series, Oxford: Blackwell, 135-148.
  • Lechner, C. 2004. Strategische Unternehmensanalyse, in: Schreyögg, G. & von Werder, A. (Hrsg.). Handwörterbuch Organisation, Wiesbaden: Gabler, 1491-1497.
  • Lechner, C. & Müller-Stewens, G. 2004. Das internationale Allianzsystem AT&T Unisource, in: Zentes, J. & Svoboda, B. (Hrsg.). Fallstudien zum internationalen Management, Zweite Auflage, Wiesbaden: Gabler, 607-624. (Sowie: Lösungshinweise im Instructors Manual, 307-313).
  • Chakravarthy, B., Müller-Stewens, G., Lorange, P. & Lechner, C. 2003. Defining the contours of the strategy process field, in Chakravarthy et al. (2003). Strategy process: Shaping the contours of the field, Strategic Management Society Book Series, Oxford: Blackwell Publishers, 1-17.
  • Müller-Stewens, G. & Lechner, C. 2002. Unternehmensindividuelle und gastlandbezogene Einflussfaktoren der Markteintrittsform, in: Macharzina, K. & Oesterle, J.M. (Hrsg.). Handbuch Internationales Management, Zweite Auflage, Wiesbaden: Gabler, 381-402.
  • Müller-Stewens, G. & Lechner, C. 2002. Strategische Prozessforschung: Grundlagen und Perspektiven, in: Ringlstetter, M., Henzler, H. & Mirow, M. (Hrsg.). Perspektiven der strategischen Unternehmensführung. Theorien, Konzepte, Anwendungen, Wiesbaden: Gabler, 277-305.
  • Müller-Stewens, G. & Lechner, C. 2001. Audit der Managementqualität, in: Reinecke, S., Tomczak, T. & Geis, G. (Hrsg.). Handbuch Marketing Controlling, Frankfurt: Ueberreuter, 106-127.
  • Müller-Stewens, G., Lechner, C. & Muchow, K.C. 2001. How do firms adopt, apply and ‘root’ management concepts, in: Blecker, T. & Gemünden, H.G. (eds.). Innovatives Produktions- und Technologiemanagement, Berlin: Springer, 453-476.
  • Müller-Stewens, G., Lechner, C. & Stahl, H.K. 2001. Die Gestaltung von Stakeholder-Beziehungen als Grundlage jedes Grenzmanagements, in: Hinterhuber, H. & Stahl, H.K. (Hrsg.). Fallen die Unternehmensgrenzen? Renningen-Malmsheim: Expert Verlag, 270-291.
  • Müller-Stewens, G. & Lechner, C. 2000. Thematische Akzente in Wandelprojekten, in: Häfliger, G. & Meier, J. (Hrsg.). Aktuelle Tendenzen im Innovationsmanagement, Heidelberg: Physica-Verlag, 283-298.
  • Spickers, J. & Lechner, C. 2000. Der Beitrag der Methodik des vernetzten Denkens zum strategischen Kompetenz-Management, in: Hammann, P. & Freiling, J. (eds.). Die Ressourcen- und Kompetenzperspektive des strategischen Managements, Wiesbaden: Gabler, 359-381.
  • Lechner, C. & Müller-Stewens, G. 2000. Strategy process research: What do we know, what should we know?, in: Dahiya, S.B. (ed.). The current state of business disciplines (Management), Rohtak: Spellbound Publishing, 4: 1863-1893.
  • Müller-Stewens, G. & Lechner, C. 2000. Initiierung des Strategieentwicklungsprozesses, in: Foschiani, S., Habenicht, W., Schmid, U. & Wäscher, G. (Hrsg.). Strategisches Management im Zeichen von Umbruch und Wandel, Stuttgart: Schäffer Pöschel, 53-75.
  • Lechner, C. & Müller-Stewens, G. 1999. Zur Entwicklung von Allianzsystemen oder die Emergenz kollektiv geteilter Fähigkeiten, in: Engelhard, J. & Sinz, E.J. (eds.). Kooperation und Wettbewerb, Best Paper Proceedings, 61th conference of the Association of University Professors of Management, Wiesbaden: Gabler, 31-58.
  • Müller-Stewens, G. & Lechner, C. 1999. Zur Entwicklung komplex strukturierter Allianzen, in: Sattelberger, T. & Weiss, R. (Hrsg.). Humankapital schafft Shareholder Value – Personalpolitik in wissensbasierten Unternehmen, Institut der deutschen Wirtschaft, Köln, 33-71.

Teaching Cases

  • Kreutzer, M. & Lechner, C. 2011. Tesco versus Sainsbury’s Growth Strategies and Corporate Competitiveness 1990-2007. In: Strategic Management. Competitiveness and Globalization – Henk W. Volberda, Robert E. Morgan, et.al.: South-Western Cengage Learning, 795-813.
  • Albert, D. & Lechner, C. 2010. Vontobel Group: Business Model and Challenges, Nr. 311-004-1 (Case Study) and Nr. 311-004-8 (Teaching Note), European Case Clearing House.
  • Boppel, M. & Lechner, C. 2010. The Restructuring of Swissmetal, Nr. 310-260-1M (Case Study) sowie 310-260-8M (Teaching Note), European Case Clearing House.
  • Oh, L. & Lechner, C. 2010. Julius Bär Group: Business Model Simplicity, Nr. 310-247-1M (Case Study) sowie 310-247-8M (Teaching Note), European Case Clearing House.
  • Kreutzer, M. & Lechner, C. 2008. Tesco versus Sainsbury’s: Growth Strategies and Corporate Competitiveness 1990-2007, Nr. 308-065-1 (Case Study) & 308-065-8 (Teaching Note), European Case Clearing House.
  • Lechner, C. & Gesing, N. 2008. Strategic Alliances at Clariant: The Tianjin Joint Venture in China, Nr. 307-396-1 (Case Study) & Nr. 307-396-8 (Teaching Note), European Case Clearing House.
  • Lechner, C., Marx, K. & Müller-Stewens, G. 2002. Allianz group: The race for new e-business models, Nr. 302-027-1 (Case Study) & Nr. 302-027-8 (Teaching Note), European Case Clearing House (English and German Version).

Further Publications

  • Kreutzer, M., Oh, L., Lechner, C. & KPMG. 2011. Regulatorischer Wandel: Auswirkungen auf das Geschäftsmodell der Versicherungsunternehmen, Research Study of KPMG and University of St. Gallen.
  • Lavie, D., Lechner, C. & Singh, H. 2010. “All for One and One for All”, The Marker Journal, Special Issue on Breakthrough Management, October 2010, p. 42 (in Hebrew).
  • Lechner, C.; Albert, D. 2010. Defining the Future of Swiss Private Banking, Research Study of KPMG and University of St. Gallen.
  • Lechner C., Kreutzer M., Boppel M., Albert D., Oh L. J., Palm F. 2009. Private Banking & Wealth Management Firms in Switzerland, Research Study of KPMG and University of St. Gallen.
  • Lechner, C. 2009. Ursachen der Krise und offene Punkte, in: Lechner, C. (Ed). Konsequenzen der Finanzmarktkrise – Perspektiven der HSG, Publication Nr. 1 of the Excellence Initiative on “Responsible Corporate Responsiveness”, University of St. Gallen.
  • Lechner, C. & Bär, L. 2008. Gelenkte Evolution – Strategiearbeit in Zeiten erhöhter Unsicherheit, Scorecard, Nr. 1, 12-13.
  • Burger, C., Koster, A., Lechner, C. & Sczcepanski, M. 2008. Making growth happen: How to manage growth initiatives effectively, Viewpoint, Booz & Company, March, 1-9.
  • Lechner, C. 2006. Lernen, Wachstum zu managen, IO New Management, April 24-28.
  • Lechner, C. 2006. Wachsen – und gleichzeitig Kosten und Risiken teilen, IO New Management, Dezember, 9-13
  • Lechner, C. 2005. Zur Messung der Beratungsleistung, Asco Consulting Report, 4.
  • Lechner, C. & Kreutzer, M. 2005. So messen Sie die Arbeit ihrer Berater, Nr. 9, 32-36.
  • Lechner, C. 2004. Zur Bedeutung des Begutachtungsprozesses in den Wirtschaftswissenschaften, HSG Blatt May, University of St. Gallen, 3.
  • Lechner, C. 1996. Wettbewerbsvorteile: Ressourcen und Märkte verbinden, Der Schweizer Arbeitgeber, 22: 1019-1021.

Alina Jäger
M.Sc.
PhD Candidate, Research Associate

LinkedIn
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+41 71 224 23 61

Luca Niederkofler
PhD Candidate, Research Associate

E-Mail
+41 71 224 23 36

Maximilian Dexheimer
M.A. HSG
PhD Candidate, Research Associate

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+41 71 224 71 08

Nadine Eve Rusch-Schenker
M.Sc.
Executive Director Master in Business Management (MUG-HSG) & PhD Candidate Chair Prof. Christoph Lechner

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E-Mail
+41 71 224 39 04