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Steigenberger, NorbertORCID iD iconorcid.org/0000-0002-8304-5321
Publications (10 of 41) Show all publications
Lübcke, T., Steigenberger, N., Wilhelm, H. & Maurer, I. (2019). How core actors coordinate distal actors in organizational routines. In: : . Paper presented at 79th Annual Meeting of the Academy of Management, August 9-13, 2019, Boston, Massachusetts, USA.
Open this publication in new window or tab >>How core actors coordinate distal actors in organizational routines
2019 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-44692 (URN)
Conference
79th Annual Meeting of the Academy of Management, August 9-13, 2019, Boston, Massachusetts, USA
Note

OMT Best International Paper Award finalist.

Available from: 2019-06-19 Created: 2019-06-19 Last updated: 2019-06-19
Steigenberger, N. & Mirc, N. (2019). Should I stay or should I go? Multi-focus identification and employee retention in post-acquisition integration. Human Relations
Open this publication in new window or tab >>Should I stay or should I go? Multi-focus identification and employee retention in post-acquisition integration
2019 (English)In: Human Relations, ISSN 0018-7267, E-ISSN 1741-282XArticle in journal (Refereed) Epub ahead of print
Abstract [en]

Retaining key employees is often one of the most crucial goals when an acquirer buys a target firm. However, what determines whether employees stay or leave once the firm has been bought? This article investigates how organizational and occupational identification influence employee exit intentions. Based on a longitudinal configurational study in two acquired hospitals, our findings challenge the popular belief that identification with the organization consistently increases retention, and we stress the important effect of occupational identification, which has been largely neglected by research on post-acquisition integration. We find that under certain conditions, occupational identification increases employees? exit intentions but that neither identification with the firm nor identification with the occupation are necessary or sufficient to entice employees to stay or leave. Instead, their effects are contingent on the professionalization of an occupation and the degree to which employees? expectations have been disappointed. Our findings further suggest that attention is an important mediating mechanism linking identification and exit intentions, as employees focus predominantly on topics that relate to the social entities they most strongly identify with. This article develops theory on the effects of social identification on exit intentions after acquisitions and contributes to research on multi-focus identification and post-acquisition integration.

Place, publisher, year, edition, pages
Sage Publications, 2019
Keywords
employee retention, fsQCA, hospitals, multi-focus identification, occupational identification, organizational identification, post-acquisition integration, professions
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-44681 (URN)10.1177/0018726719847521 (DOI)2-s2.0-85066869880 (Scopus ID);IHHÖvrigtIS (Local ID);IHHÖvrigtIS (Archive number);IHHÖvrigtIS (OAI)
Available from: 2019-06-19 Created: 2019-06-19 Last updated: 2019-06-24
Cyron, T. & Steigenberger, N. (2019). The construction of social performance feedback in digital channels. In: : . Paper presented at 79th Annual Meeting of the Academy of Management, August 9-13, 2019, Boston, Massachusetts, USA.
Open this publication in new window or tab >>The construction of social performance feedback in digital channels
2019 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-44690 (URN)
Conference
79th Annual Meeting of the Academy of Management, August 9-13, 2019, Boston, Massachusetts, USA
Available from: 2019-06-19 Created: 2019-06-19 Last updated: 2019-06-19
Steigenberger, N. & Wilhelm, H. (2018). Extending Signaling Theory to Rhetorical Signals: Evidence from Crowdfunding. Organization science (Providence, R.I.), 29(3), 529-546
Open this publication in new window or tab >>Extending Signaling Theory to Rhetorical Signals: Evidence from Crowdfunding
2018 (English)In: Organization science (Providence, R.I.), ISSN 1047-7039, E-ISSN 1526-5455, Vol. 29, no 3, p. 529-546Article in journal (Refereed) Published
Abstract [en]

Firms often need to acquire external financial resources to maintain and develop their business. To attract these resources, firms employ various substantive and rhetorical signals, such as publishing press releases, showcasing prototypes of new products, and hiring renowned managers. However, despite the relevance of signals, we still know little about how they interact—whether they strengthen, weaken, or neutralize one another—in attracting resources. Traditional signaling theory downplays the importance of rhetoric while management research acknowledges its relevance, creating a disconnect between these two camps and a shortcoming that deserves further investigation. To address this shortcoming, we advance the concept of signal portfolios. Signal portfolios may combine rhetorical signals with substantive signals. We employ this concept to explain how the interaction of the two affects financial resource acquisition in high-noise environments—settings where firms send multiple signals simultaneously. Based on longitudinal data on crowdfunding, an exemplary high-noise environment, we find that rhetorical signals complement substantive signals in certain situations and, thus, strengthen their impact on a firm’s financial resource acquisition. Contrary to our expectations, however, we find that under specific conditions, rhetorical signals may also weaken the impact of substantive signals. Our research has implications for signaling theory, crowdfunding research, and management practice.

Place, publisher, year, edition, pages
Institute for Operations Research and the Management Sciences (INFORMS), 2018
Keywords
signaling theory, rhetoric, signal portfolio, high-noise environments, crowdfunding
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-39518 (URN)10.1287/orsc.2017.1195 (DOI)000440202900010 ()2-s2.0-85048073709 (Scopus ID)IHHÖvrigtIS (Local ID)IHHÖvrigtIS (Archive number)IHHÖvrigtIS (OAI)
Available from: 2018-05-23 Created: 2018-05-23 Last updated: 2018-08-24Bibliographically approved
Steigenberger, N. & Mirc, N. (2017). A Configurational Approach to Identification and Employee Retention after an Acquisition Event. In: : . Paper presented at 77th Annual Meeting of the Academy of Management, Atlanta, August 4-8, 2017.. Academy of Management
Open this publication in new window or tab >>A Configurational Approach to Identification and Employee Retention after an Acquisition Event
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Retaining employees is a critical predictor of success or failure in many post-acquisition integration projects. Social identification strongly affects employees’ intentions to remain with or leave a firm after an acquisition. In the last years, a strong understanding developed that specifically identification with the organization affects an employee’s intention to leave or to stay within the new organization. This article suggests that organizational identification alone is not sufficient to bring employees to stay. We employ a social identity perspective to exploratively study combinations of conditions that need to be in place alongside organizational identification for employees to develop a strong intention to leave or to stay after an acquisition. Building on a mixed method approach combining fuzzy-set methodology (fsQCA) with qualitative data, our analysis shows a nuanced picture of how multi-focus identification patterns influence employee retention. The paper highlights the configurations of conditions that need to be present for identification to transfer into behavior and shows that the combinations that lead to strong commitment to stay are substantially different from those that lead to strong intention to leave. Based on these insights, we advance theory on contingency conditions for the identification-retention relationship from a social identity perspective. 

Place, publisher, year, edition, pages
Academy of Management, 2017
Keywords
Identification, Post-acquisition integration, Professions, Social identity theory, mixed-method, fsQCA
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-35306 (URN)
Conference
77th Annual Meeting of the Academy of Management, Atlanta, August 4-8, 2017.
Note

AOM 2017 Theme: At the Interface

Available from: 2017-04-04 Created: 2017-04-04 Last updated: 2018-09-12
Steigenberger, N., Lubcke, T., Fiala, H. & Riebschlager, A. (2017). Decision Modes in Complex Task Environments. CRC Press
Open this publication in new window or tab >>Decision Modes in Complex Task Environments
2017 (English)Book (Refereed)
Abstract [en]

Despite intense research on decision-making in action, we still know little about when decision-makers rely on deliberate vs. intuitive decision-making in decision situations under complexity and uncertainty. Building on default-interventionist dual-processing theory, this book studies decision-making modes (deliberate vs. intuitive) in complex task environments contingent on perceived complexity, experience, and decision style preference. We find that relatively inexperienced decision-makers respond to increases in subjective complexity with an increase in deliberation and tend to follow their decision style preference. Experienced decision-makers are less guided by their decision preference and respond to increases in subjective complexity only minimally. This book contributes to a developing stream of research linking decision-making with intra-personal and environmental properties and fosters our understanding of the conditions under which decision-makers rely on intuitive vs. deliberate decision modes. In doing so, we go one step further towards a comprehensive theory of decision-making in action.

Place, publisher, year, edition, pages
CRC Press, 2017. p. 168
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-34357 (URN)9781138748460 (ISBN)
Available from: 2016-12-19 Created: 2016-12-19 Last updated: 2018-09-05Bibliographically approved
Mirc, N., Véry, P., Steigenberger, N. & Ebers, M. (2017). Employee engagement in acquisition integration: Who cooperates and does it pay?. In: : . Paper presented at EURAM Conference 2017, Glasgow, 21-24 June, 2017.. European Academy of Management (EURAM)
Open this publication in new window or tab >>Employee engagement in acquisition integration: Who cooperates and does it pay?
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Acquisition integration requires emergent cooperation between individuals of two firms in order to combine and transfer resources. In this paper, we make use of social network analysis to study the influence of intra-firm network positions on individuals’ engagement in cooperations with the acquisition partner and analyze the effects of such behavior. We find that integration is mainly promoted by highly central as well as highly peripheral individuals in their intra-firm networks as well as by employees hired after the acquisition, indistinctive of their network position. When studying the benefits of integration driving cooperation, we found evidence for effects of preferential attachment and that overall rather non-cooperative behavior ensured revenue increases. Our results point towards the importance of opportunity-driven behavior when networks merge and nuance the notion of value leakage associated with acquisition integration, by suggesting that non-cooperative behavior can help compensate integration-related costs.

Place, publisher, year, edition, pages
European Academy of Management (EURAM), 2017
Keywords
Mergers and acquisitions, integration, cooperation, employee engagement, network development
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-35540 (URN)
Conference
EURAM Conference 2017, Glasgow, 21-24 June, 2017.
Available from: 2017-05-17 Created: 2017-05-17 Last updated: 2018-09-12
Mirc, N., Véry, P., Steigenberger, N. & Ebers, M. (2017). Employee engagement in acquisition integration: Who cooperates and does it pay?. In: : . Paper presented at 77th Annual Meeting of the Academy of Management, Atlanta, August 4-8, 2017.. Academy of Management
Open this publication in new window or tab >>Employee engagement in acquisition integration: Who cooperates and does it pay?
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Acquisition integration requires emergent cooperation between individuals of two firms in order to combine and transfer resources. In this paper, we make use of social network analysis to study the influence of intra-firm network positions on individuals’ engagement in cooperations with the acquisition partner and analyze the effects of such behavior. We find that integration is mainly promoted by highly central as well as highly peripheral individuals in their intra-firm networks as well as by employees hired after the acquisition, indistinctive of their network position. When studying the benefits of integration driving cooperation, we found evidence for effects of preferential attachment and that overall rather non-cooperative behavior ensured revenue increases. Our results point towards the importance of opportunity-driven behavior when networks merge and nuance the notion of value leakage associated with acquisition integration, by suggesting that non-cooperative behavior can help compensate integration-related costs.

Place, publisher, year, edition, pages
Academy of Management, 2017
Keywords
Mergers and acquisitions, integration, cooperation, employee engagement, network development
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-35309 (URN)
Conference
77th Annual Meeting of the Academy of Management, Atlanta, August 4-8, 2017.
Note

AOM 2017 Theme: At the Interface

Available from: 2017-04-04 Created: 2017-04-04 Last updated: 2018-09-12
Wilhelm, H., Steigenberger, N. & Juntunen, J. (2017). Expanding Performance Feedback Theory to Temporary Organizations. In: 33rd EGOS Colloquium: The Good Organization: Aspirations, Interventions, Struggles, Copenhagen, July 6–8, 2017.: . Paper presented at EGOS 2017.
Open this publication in new window or tab >>Expanding Performance Feedback Theory to Temporary Organizations
2017 (English)In: 33rd EGOS Colloquium: The Good Organization: Aspirations, Interventions, Struggles, Copenhagen, July 6–8, 2017., 2017Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Temporary organizations—such as projects—are increasingly relevant, yet organization theory on temporary organizations remains incomplete. In particular, we have little understanding of when and how temporary organizations change. Performance feedback theory, the behavioral theory of the firm’s cornerstone to explain change in organizations, provides a promising platform to address this problem. We bring together ideas on goal-based aspiration levels, time pressure, and vicarious learning to expand performance feedback theory to temporary organizations. Specifically, we theorize and test how time pressure and vicarious learning affect aspiration-level induced change in temporary organizations. We test our theory using a unique longitudinal dataset on 575 fundraising projects (7,752 observations) published on Kickstarter. Our results largely confirm our theorizing, demonstrating that performance below the aspiration level (i.e. negative performance feedback) has a non-linear effect on the change of narratives, which is attenuated by time pressure. Furthermore, performance below the aspiration level benefits vicarious learning of complex and general narratives from best-performing peers, a result that parallels temporary organizations and non-temporary organizations. We discuss implications for performance feedback theory and vicarious learning in temporary organizations.

Keywords
Mergers and acquisitions, integration, cooperation, employee engagement, network development
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-35310 (URN)
Conference
EGOS 2017
Available from: 2017-04-04 Created: 2017-04-04 Last updated: 2017-04-04
Wilhelm, H., Steigenberger, N. & Juntunen, J. (2017). Expanding Performance Feedback Theory to Temporary Organizations. In: : . Paper presented at 77th Annual Meeting of the Academy of Management, Atlanta, August 4-8, 2017.. Academy of Management
Open this publication in new window or tab >>Expanding Performance Feedback Theory to Temporary Organizations
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Temporary organizations—such as projects—are increasingly relevant, yet organization theory on temporary organizations remains incomplete. In particular, we have little understanding of when and how temporary organizations change. Performance feedback theory, the behavioral theory of the firm’s cornerstone to explain change in organizations, provides a promising platform to address this problem. We bring together ideas on goal-based aspiration levels, time pressure, and vicarious learning to expand performance feedback theory to temporary organizations. Specifically, we theorize and test how time pressure and vicarious learning affect aspiration-level induced change in temporary organizations. We test our theory using a unique longitudinal dataset on 575 fundraising projects (7,752 observations) published on Kickstarter. Our results largely confirm our theorizing, demonstrating that performance below the aspiration level (i.e. negative performance feedback) has a non-linear effect on the change of narratives, which is attenuated by time pressure. Furthermore, performance below the aspiration level benefits vicarious learning of complex and general narratives from best-performing peers, a result that parallels temporary organizations and non-temporary organizations. We discuss implications for performance feedback theory and vicarious learning in temporary organizations.

Place, publisher, year, edition, pages
Academy of Management, 2017
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-35308 (URN)
Conference
77th Annual Meeting of the Academy of Management, Atlanta, August 4-8, 2017.
Note

AOM 2017 Theme: At the Interface

Available from: 2017-04-04 Created: 2017-04-04 Last updated: 2018-09-12
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ORCID iD: ORCID iD iconorcid.org/0000-0002-8304-5321

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