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. He is also member of the board of directors of Helvetia (insurance) and a former vice-chairman of Hügli (food), both listed at the Swiss Stock Exchange. In addition, he consults and educates executives from global players such as Allianz, Altana, Siemens, Daimler, Clariant, Credit Suisse, Deutsche Bank, etc.

Head of Competence Centers

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 Vice President at Hügli (food products) and a member of the Board of Directors of Helvetia (insurance) (both listed on the Swiss Stock Exchange). 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

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

Academic Career

Year

Position

University

2004–todayChair Holder Strategic ManagementUniversity of St. Gallen, Switzerland
2003–todayProfessor of Strategic ManagementBocconi University, Italy; EM Lyon (France); ESMT (Germany) and University of Mannheim (Germany)
2009Visiting ProfessorIAE Business School, Austral University, Argentina
2003Visiting ProfessorThe Wharton School, University of Pennsylvania, USA
2002Visiting ProfessorSchool of Business, University of Connecticut, USA
1998-2002Senior Lecturer of Strategic ManagementUniversity of St. Gallen, Switzerland
1995-1998Research AssistantUniversity of St. Gallen, Switzerland

Professional Positions

Year

Position

University

2017–todayManager of Bachelor major subject “Strategy and Organization”University of St. Gallen, Switzerland
2016–todayAcademic Director of the “Master of Business Management” programUniversity of St. Gallen, Switzerland
2007–todayMember of the Board of DirectorsInstitute for Insurance Economics (I.VW), University of St. Gallen, Switzerland
2004–todayMember of the Association and Senate of the School of ManagementUniversity of St. Gallen, Switzerland

Awards

Year

Award

Awarding organization

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

Teaching on Bachelor, Master and PhD level

Year

Course

Degree

2017–todayStrategic ManagementBachelor
2013–todayBusiness Models: Innovation & RenewalMaster
2010–todayCorporate Strategy & GovernanceMaster
2006–todayTheoretical Perspectives in Strategy & ManagementPhD
1999-2010Managing Professional Service FirmsMaster
1999-2009Strategy Process ResearchPhD
2005-2009Alliance and Network StrategyMaster
2001-2002Topics in StrategyMaster
2001-2002Perspectives on OrganizationsMaster
2001-2002Corporate StrategyMaster
1999-2001Cases and Excercises in Business AdministrationBachelor
1999-2001Organizational Capabilities & Resource-based-view of StrategyBachelor
2001-2002Perspectives on OrganizationsMaster
2001-2002Perspectives on OrganizationsMaster

Teaching on the Executive Level

Year

Course

Degree

1997–todayLecturer of selected topics in strategic managementPublic program
1997-2015Strategic ManagementExecutive MBA
2005-2010Managing Professional Service FirmsMBA
1998-2007Co-Organizer and Speaker of the Forum on Managing Professional Service FirmsUniversity of St. Gallen
2003-2006Strategic ManagementGlobal MBA
2001-2005Strategic ManagementEMBA

Research Grants

Year

Sponsor and topic

Amount of funding

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

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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E-Mail
+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