about this bookdeutsch english Decision-makers from companies consider high external constraints often as unalterable coercion, which they can only face by using reactive strategies. In fact, they have a more diverse strategic portfolio at their hands to successfully manage their environment. In the wake of the financial crisis the use of a wide range of proactive strategies, such as lobbyism and influencing strategies, was observed in the Swiss banking sector – even under high regulatory constraints. To answer the research question, a model to enable the measurement of institutional constraints and institutional capital for the first time was developed. It was then, operationalized and applied to the empirical research field of the Swiss banking sector, which came under strong regulatory pressure in the wake of the global financial crisis of 2008. . The study considers two leading Swiss investment banks in the period from 01.01.2005 until 30.06.2011. Using the structured qualitative content analysis, a total of 2,042 relevant press articles were coded and extracted from two leading business newspapers. The empirically observed phenomenon lays the foundation to challenge the theoretical premises of two important research areas, neoinstitutionalism and strategic management and leads to a stronger differentiation and exposure of their potential for integration. Here, the study makes a significant contribution. The results clearly show that different levels of institutional capital imply different potential for a successful application of the strategies. A company with high or very high institutional capital will have a better chance of success in applying a combination of proactive and reactive strategies than a company with low institutional capital. The chance for success also depends on the intensity level of the different pillars of institutional capital. While regulative capital itself is no guarantee of success, normative capital plays a crucial role for success. This thesis offers an empirical contribution to the integration of strategic management and neoinstitutional theory in organizational studies because it demonstrates that a reflective, active strategic choice does exist for companies operating in highly institutionalized fields.
keywordsBankenbranche Bankenregulierung Credit Suisse Eiserner Käfig Finanzkrise Finanzmarktkrise Institutional management Institutionelle Zwänge Neoinstitutionalismus Organisation Proaktive Strategien Strategisches Management UBS Unternehmensführung
Ihr Werk im Verlag Dr. Kovač
Möchten Sie Ihre wissenschaftliche Arbeit publizieren? Erfahren Sie mehr über unsere günstigen Konditionen und unseren Service für Autorinnen und Autoren.