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PEOPLE@HES-SO – Directory and Skills inventory

PEOPLE@HES-SO
Directory and Skills inventory

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Rosenkranz Nicole

Rosenkranz Nicole

Associate Professor

Main skills

Qualitative Research

Strategic Management

Identity Management

Entrepreneuriat

  • Contact

  • Teaching

  • Publications

  • Conferences

Main contract

Associate Professor

EHL Hospitality Business School
Route de Berne 301, 1000 Lausanne 25, Switzerland, CH
EHL
BSc HES-SO in Hôtellerie et professions de l'accueil - EHL Hospitality Business School
  • Corporate Strategy
  • Entrepreneuriat

2021

The best of both worlds :
Scientific paper ArODES
experiential problem-based learning approaches in hospitality education

Nicole Rosenkranz

Journal of hospitality tourism education,  To be published

Link to the publication

Summary:

Hospitality education has long integrated experiential and problem-based learning for their positive effects on students’ learning outcomes. Yet, these types of learning have inherent shortcomings – whereas experiential learning is mostly conducted outside the classroom and thereby costly, time consuming and complex in ensuring learning outcomes, in-class problem-based learning suffers from an abstraction from reality. To address these shortcomings, this study conducted an in-class experiential problem-based learning activity within the corporate strategy class in 2018 at a university in Switzerland. The study showcases how a combined learning approach allows us to marry the best of both worlds. Further, these insights contribute to research on experiential and problem-based learning by extending knowledge beyond what the benefits of both approaches are to how these benefits are generated. The inductive method applied generates insights that explicate the levers in making the learning process successful and warrants important boundary conditions.

2020

Creativity between the lines :
Book chapter ArODES
creative problem solving in multi level survey research

Nicole Rosenkranz, Michiel Tempelaar

Dans Dörfler, Viktor, Stierand, Marc, Handbook of research methods on creativity  (Pp. 136-151). 2020,  Cheltenham : Edward Elgar Publishing

Link to the publication

Creativity between the lines: Creative problem-solving in multi-level survey research
Book chapter

Rosenkranz Nicole, Michiel Tempelaar

,  Handbook of Research Methods on Creativity. 2020,  London : Routledge

2019

Switching hats :
Scientific paper ArODES
the effect of role transition on individual ambidexterity

Michiel P. Tempelaar, Nicole Rosenkranz

Journal of management,  2019, vol. 45, no. 4, pp. 1517–1539

Link to the publication

Summary:

This article contributes to the growing body of research that focuses on the microfoundations of organizational ambidexterity, that is, understanding what enables individuals to address the exploitation-exploration dilemma. One central challenge generated by ambidexterity is the multiplicity and divergence of organizational roles, to which individuals need to cater when exploiting and exploring. Specifically, we point to the relevance of how individuals identify with and enact this multiplicity of role demands. Following identity theory, we apply the logic of role integration and role segmentation, a foundational classification of how individuals cognitively manage role multiplicity. Further, as different role domains often require the interaction with other organizational functions, we test for the moderating effect of cross-functional coordination on the relationship between role segmentation and individual ambidexterity. Based on data from 120 global account managers employed by multinationals with an average size of 73,348 employees, our results indicate that role segmentation negatively influences an individual’s ability to behave ambidextrously. Interestingly, though, when operating in cross-functional teams, the impact of role segmentation becomes positive. We conclude by highlighting the scope and significance of these findings for theory, managerial practice, and future research.

Switching hats: The effect of role transition on individual ambidexterity.
Scientific paper

Rosenkranz Nicole, Michiel Tempelaar

Journal of Management, 2019 , vol.  45, no  4, pp.  1517-1539

2014

Reading between the lines: Learning as a process between organizational context and individuals’ proclivities
Scientific paper

Rosenkranz Nicole, Stefano Brusoni

European Management Journal, 2014 , vol.  32, no  1, pp.  147-154

2012

Connecting the dots: Studies on boundary-spanning ambidexterity at the individual, project, firm and alliance level
Doctoral thesis

Rosenkranz Nicole

2012,  St.Gallen : University of St.Gallen

Prof. Dr. Peter Gomez, Prof. Dr. Ellen Enkel

2010

Bayer MaterialSciences Market-Pull und Technology-Push Prozesse durch Open Innovation
Book chapter

Rosenkranz Nicole, Ellen Enkel, E. Foltin

,  Open Innovation umsetzen: Prozesse, Methoden, Systeme, Kulturen. 2010,  Düsseldorf : Symposion Publishing GmbH

2022

The prodigy :
Conference ArODES
mastering multi-role identity management to obtain a behavioral competitive advantage

Nicole Rosenkranz, Georg Windisch

Proceedings of the 82nd Annual Meeting of the Academy of Management, 2022

Link to the conference

Summary:

A prevalent phenomenon in modern organizational contexts is for individuals to operate in multi-role environments that drive them to define themselves through multiple, often simultaneously salient role identities. These role identities function as filters of appropriateness, as to how individuals as well as their social context would expect them to behave in a role. In a context where individuals adopt multiple role identities, they need to evaluate which role identities are most appropriate to enact for that given situation, potentially forcing them to move between different role identities frequently, also referred to as micro role-transitions. Prior research highlights many potential cognitive, emotional, and performance-related effects on the enactment of multiple role identities in the organizational context. Our qualitative case study of CarCorp (Technical Vehicle Testing Company - name changed for reasons of anonymity), one of the four nationwide accredited car inspection organizations in Germany, adds to these insights by pointing to the creation of a ‘behavioral’ competitive advantage that allows CarCorp operating in a highly regulated market to generate above-average performance as a result of successful role identity management. These findings provide insights that complement recent studies that have looked into the micro-foundations of strategy as to how identity may drive individual and ultimately organizational performance. Specifically, we develop a theoretical model of how multi-role identity management may provide flexibility and empowerment to individuals, which ultimately allows them to drive superior organizational performance.

2021

Limbo and diremption :
Conference ArODES
exploring the process from firm-level diversification to individual-level dis-identification

Georg Windisch, Nicole Rosenkranz

Proceedings of the 81st Annual Meeting of the Academy of Management

Link to the conference

Summary:

Transformational changes in the life of an organization—whether prompted by internal initiatives or external shifts—risk disrupting organizational members’ relationship with the organization they identify with. While a growing body of studies have examined how employees revisit their identification in response to organizational breaches, we know far less about how organizational initiatives—even those perceived as positive—may challenge an intact identification. We shed light on this topic through a three-year ethnographic case study of a multinational engineering company, observing a range of identification responses following an initially endorsed strategic change. Specifically, our case points to the process of change, rather than its objective, causing gradual yet substantive erosion of identification for affected employees. The process characteristics drive what we term identification limbo and identification ambiguity, leading to distinct identification responses that shed a new light on how schizo-, split-, de-, and dis-identification may co-occur in reaction to the same strategic change. We contribute to the expanded identification literature by providing a theoretical model that reflects how employee identification may wax and wane in response to bona fide organizational change.

Digitalization strategies and dis-identified employees :
Conference ArODES
insights from a multinational high-tech company

Georg Windisch, Nicole Rosenkranz

Proceedings of the EURAM 2021 Conference

Link to the conference

Summary:

Strategic change remains a topic of intense debate: Not only because it is a recurring phenomenon in the lifespan of an organization, but also for its consequential bearing on an organization’s long-term survival. Strategic change, either motivated to stay true to internal advances or necessary in response to external shifts, tend to be of transformational nature and hence risk disrupting the relationship that organizational members have with the organization they identify with. While a growing body of studies have focused on explaining how employees deal with disruptions to their identification and the restoration of it, much less is known as to how these identification disruptions build up in the first place. In our more than three-year ethnographic case study of a multinational engineering company, organizational members finished an initially endorsed strategic change with disrupted identification. The theoretical model developed on the basis of this strategic change points to the centrality of three process characteristics as triggers to identification disruption. More specifically, two identification mechanisms are identified, namely – identification limbo and identification diremption – with identification limbo leading to deidentifying with the organization, and identification diremption causing dis-identification to emerge. In sum, this study provides one perspective as to why employees may be unable to adapt their identification over the course of a strategic change.

2020

External representations in strategic decision making :
Conference ArODES
understanding strategy’s reliance on visuals

Felipe A. Csaszar, Mana Heshmati, Nicole Rosenkranz

Academy of Management Annual Meeting Proceedings

Link to the conference

Summary:

Visual representations pervade strategic decision making. However, the strategy literature has been mostly silent about why visual representations are so pervasive and about how they affect strategic decision making. We address the “why” question by building on ideas from cognitive science to identify four cognitive functions on which strategic decision making relies and that are improved by the use of visuals. We address the “how” question by developing a conceptual model and propositions describing how decision quality is contingent on characteristics of the task environment, the visuals, and the managers. Our work extends the understanding of boundedly rational search by explaining how visual representations affect the search process. Among other theoretical implications, we show that a problem space’s size and “satisfiability” depend on: (i) the ability of managers to select an appropriate visual representation and (ii) the extent to which that visual representation is both usable and malleable. We close by detailing some implications for users, designers, and teachers of visuals in the field of strategy and by suggesting directions for future research.

Doing well by doing good :
Conference ArODES
ecosystem strategies for hybrid organizations

Hugo Martin de Faure, Nicole Rosenkranz

Proceedings of the 36th EGOS Colloquium

Link to the conference

2019

Straddling the fence :
Conference ArODES
attaining organizational hybridity through ecosystem strategy

Nicole Rosenkranz, Elia Giovacchini

Proceedings of Managerial and Organisational Cognition Annual Conference (MOC 2019)

Link to the conference

Summary:

Hybrid organizations – those combining normative and utilitarian identities – are both empirically proliferating and academically under close scrutiny. One central area of research constitutes the ability to combine these conflicting identities strategically to obtain a sustainable competitive advantage. To understand how hybrid organizations manage their strategy formation and implementation process, we conducted an in-depth, longitudinal case study of a content management systems (CMS) company that embraces a commercial-open source identity. Research thus far implicitly terms the strategic and operational tensions that hybrid organizations face as internal. Yet, our study provides original insights into a hybrid organizations that embraces two identities, where one identity is symbiotically tied to, and can only be validated by an external entity, the open source community. Further, following the fifteen year trajectory of the hybrid organization provides one of the first process models of how organizations actively pursue divergent strategies through identity (re)interpretation over time. Herewith we contribute to the recurring calls for advancing our understanding beyond static single event resolutions towards dynamic process accounts. Finally, the process model we develop shows how organizations are able to dynamically balance hybrid identities by exploiting the benefits of their interdependence, while maintaining partial distinction between them. In doing so, we contribute to present research that suggest managing hybrid identities as either idiographic or holographic, with a new form, which we term heterographic. Overall, our findings contribute to a deeper understanding of how organizations successfully manage the nexus of identity and strategy when embracing hybridity.

Achievements

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