TAILIEUCHUNG - Managing Regulatory Involvement on Corporate Strategy and Structure

The selection of neo-institutional theory as theoretical lens for the dissertation rests on several arguments. 3 First, the theory bears significant potential to generate fresh insights into the strategy formation process (Mintzberg and Lampel, 1999; Hensmans, 2003). Second, it con- ceptualizes very well the environment, its actors, its creation, and its internal functioning (Scott, 2001). Third, it allows for an explicit integration of external, regulatory actors who receive particular attention due to their “potentially profound influence in shaping an organi- zation's legitimacy and performance” (Oliver, 1997a:99). Fourth, it combines a rational and analytical perspective with a social and political one (Scott,. | Managing Regulatory Involvement on Corporate Strategy and Structure DISSERTATION of the University of St. Gallen Graduate School of Business Administration Economics Law and Social Sciences HSG to obtain the title of Doctor of Business Administration submitted by Sebastian Frankenberger from Germany Approved on the application of Prof. Dr. Gunter Muller-Stewens and Prof. Dr. Thomas Dyllick Dissertation no. 3157 Gutenberg AG Schaan 2006 The University of St. Gallen Graduate School of Business Administration Economics Law and Social Sciences HSG hereby consents to the printing of the present dissertation without hereby expressing any opinion on the views herein expressed. St. Gallen January 17 2006 The President Prof. Ernst Mohr PhD Acknowledgments i Acknowledgments Looking back three years from now I remember very well the first steps I undertook for this dissertation. Coming back from business life I re-entered the world of academia and encountered an environment that facilitated new perspectives on management society and life. Personally those three years have been intellectually challenging and extremely enriching something I would never want to miss. At the heart of this extraordinary experience were the people who accompanied my way. In the name of all some shall be mentioned. First of all my thanks go to my doctoral advisor Prof. Dr. Gunter Muller-Stewens. Besides his unquestioned expertise in the field of corporate strategy and strategy process which he is always open to share with young colleagues he also proved to possess outstanding people skills. Among those are his abilities to create an atmosphere of trust and to inspire others through his personal way of communicating. I may add that he is one of the most charismatic people I met in my life and a professional and personal role model for many young people. I also wish to thank Prof. Dr. Thomas Dyllick the co-advisor of my dissertation. His intellectual capacity always enabled him to provide constructive

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