Competence Center Strategy Processes and Corporate Transformation

This Competence Center focuses on the factors that determine the formation of strategies at the analysis level of groups, functions, companies and networks. The field is built on various theories, including intra-organizational evolution, limited rationality, power, politics, organizational learning, socio-cognitive theory or organizational contingency theory. Research flows cover a wide range of phenomena, including strategic planning, strategic decision-making, strategy implementation, strategic change and renewal, consensus, policy and power in strategy building, the role of organizational actors in strategy building and comprehensive strategy-building model development.

Furthermore, we strive to produce and share new ideas and insights about organizations. Our goal is to identify and exploit the opportunities of new digital technologies, new regulations, new markets, new customer profiles and business practices. We focus on processes of companies and organizations of all kinds, regardless of age, size, geographic scope, social direction, profit orientation or ownership.

Competence Center Management

Prof. Dr. Johann Peter Murmann

Johann Peter Murmann is Professor of Strategic Management and AGSM Fellow at the UNSW Australia Business School.

Prof. Dr. Tomi Laamanen

Tomi Laamanen is a chair holder and professor of strategic management, and Director of the Institute for Business Management (IfB-HSG) at the University of St. Gallen.

Prof. Dr. Omid Aschari

Omid Aschari is Managing Director of the Master in Strategy and International Management (SIM-HSG) at the University of St.Gallen since its inception in 2003.

  • Burgelman, Robert, A.; Floyd, Steven; Laamanen, Tomi; Mantere, Saku; Vaara, Eero and Whittington, Richard (2018) Strategy processes and practices: Dialogues and intersection. Strategic Management Journal, 39 (3). 531-558.
  • Ocasio, William; Laamanen, Tomi and Vaara, Eero (2018) Communication and attention dynamics: An attention-based view of strategic change. Strategic Management Journal, 39 (1). 155-167.
  • Laamanen, Tomi; Maula, Markku; Kajanto, Markus and Kunnas, Peter (2018) The role of cognitive load in effective strategic issue management. Long Range Planning, Forthcoming
  • Laamanen, Tomi; Lamberg, Juha-Antti and Vaara, Eero (2016) Explanations of Success and Failure in Management Learning: What Can We Learn From Nokia’s Rise and Fall? Academy of Learning and Education, 15 (1). 2-25.
  • Albert, Daniel; Kreutzer, Markus & Lechner, Christoph (2015) Resolving the paradox of interdependency and strategic renewal in activity systems. Academy of Management Review.
  • Laamanen, T., Reuter, E. Schimmer,M., Überbacher, F., and Welch Guerra, X. (2015). Quantitative Methods in Strategy as Practice Research. In : The Cambridge Handbook of Strategy as Practice, Edition: 2nd edition, Publisher: Cambridge University Press, Editors: Damon Golsorkhi, Linda Rouleau, David Seidl, Eero Vaara.
  • Murmann JP, (2013), ‘The coevolution of industries and important features of their environments’ Organization Science, vol. 24, pp. 58 – 78.
  • Kownatzki, M.; Walter, Jorge; Floyd, Steven & Lechner, Christoph (2013) Corporate Control and the speed of SBU decision making. Academy of Management Journal, 56 (5). 1295-1324. ISSN 0001-4273.
  • Boppel, Michael; Kunisch, Sven; Keil, Thomas and Lechner, Christoph (2013) Driving Change Through Corporate Programs. MIT Sloan Management Review, 55 (1). 20-22. ISSN 1532-9194.
  • Lechner, Christoph and Floyd, Steven (2012) Group influence activities and the performance of strategic initiatives. Strategic Management Journal, 33 (5). 478-495.
  • Walter, Jorge; Kellermanns, F.W. and Lechner, Christoph (2012) Decision making within and between organizations: Rationality, politics, and alliance performance. Journal of Management, 38 (5). 1582-1610.
  • Lechner C, Frankenberger K, and Floyd S. 2010. Task contingencies in the curvilinear relationships between intergroup networks and initiative performance. Academy of Management Journal. 53 (4), 865‐889.
  • Lechner, Christoph and Kreutzer, Markus (2010) Coordinating Growth Initiatives in Multi-Unit Firms. Long Range Planning, 43 (1). 6-32. ISSN 0024-6301.
  • Schmid, Torsten; Floyd, Steven and Wooldridge, Bill: Putting the manager back into the picture: the value of a strategy process perspective. In Handbook of Strategy Process Research. Cheltenham, UK: Edward Elgar, 2010, pp. 142-164.
  • Wooldridge, Bill; Schmid, Torsten and Floyd, Steven (2008) The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research. Journal of Management, 34 (6). 1190-1221.
  • Murmann JP; Frenken K, 2006, Toward a systematic framework for research on dominant designs, technological innovations, and industrial change, Research Policy, vol. 35, pp. 925 – 952.

Bücher und Fachartikel

  • Menz, Markus; Schmid, Torsten; Müller-Stewens, Günter and Lechner, Christoph : Strategic Initiatives and Programs: Targeted Transformation of Companies. Wiesbaden: Gabler, 2011, – ISBN 978-3-8349-3122-1.
  • Schmid, Torsten; Müller-Stewens, Günter and Lechner, Christoph (2009) Strategic Initiatives as an Instrument of Corporate Management. The Führung + Organisation Magazine, 78 (2). 80-87. ISSN 0722-7485.
  • Lechner, Christoph; Kreutzer, Markus & Schaedler, Jens (2008) Successful Management of Growth Initiatives. Harvard Business Manager, (Oсtober). 74-84. ISSN 0174-335X.
  • Murmann JP, (2010), Review of DuPont’s Dyes Business: Three Decades of Innovation, 1950–1980. Ambix, vol. 57, pp. 321 – 322.

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More information about coorperations

Currently no further information is available. We will supplement these constantly. If you have an inquiry, please contact Erwin Hettich.

The UNISG System Dynamics Group (SDG) is a research group at the Institute for Business Management at the University of St. Gallen, which is dedicated to complex dynamic systems modeling, simulation and steering. It dates back to relevant research and teaching activities of the mid-eighties.

System dynamics differs from other methods of complex issues analysis by mapping feedback structures that can be used to detect system-inherent nonlinearities. Furthermore, delays as well as probability functions are important for the simulation because they significantly influence complex systems’ nonlinear behavior.

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More Information

Karolin Frankenberger

Prof. Dr.
Professor of Strategic Management


Torsten Schmid

Dr. oec.
Affiliated Researcher

+41 71 224 25 07

Xena Welch Guerra

Prof. Dr.
Affiliated Researcher

+41 71 224 27 95