Dr Knut Lange
Lecturer in Innovation
Qualifications: MA, PhD (University of Groningen, the Netherlands)
Email: k.lange@surrey.ac.uk
Phone: Work: 01483 68 9751
Room no: 72 MS 02
Office hours
My tutorial office hours are on Mondays from 4-5pm and Tuesdays from 9-11am.
Further information
Biography
Knut joined the Surrey Business School at the University of Surrey in October 2009. Prior to joining the School, he worked as a research fellow at Humboldt and Free University in Berlin. In addition, he worked as a post-doc researcher at the Max Planck Institute for the Study of Societies in Cologne and the University of Groningen at the Department of International Business and Management, where he also did his PhD.
Knut’s research focuses upon interorganizational networks, innovation, institutions, comparative country studies, business models and family offices.
Research Interests
- Innovation management
- Institutional theory
- Comparative country studies
- Network management
- Family offices
- Business models
Publications
Journal articles
- .
(2013) 'Exploring a Secretive Organization: What Can We Learn About Family Offices From the Public Sphere?'. Elsevier Science Organizational Dynamics,
[ Status: Accepted ] - . (2013) 'Financing Inovations in Uncertain Networks - Filling in Roadmap Gaps'. 42 Edition. Elsevier Science Research Policy,
- . (2012) 'Path Constitution Analysis - A Methodology for Understanding Path Dependence and Path Creation'. Business Research Journal, 5 (2), pp. 155-176.
- .
(2009) 'Institutional Embeddedness and the Strategic Leeway of Actors: The Case of the German Therapeutic Biotech Industry'. Oxford University Press Socio-Economic Review, 7 (7), pp. 181-207.doi: 10.1093/ser/mwn029Full text is available at: http://epubs.surrey.ac.uk/160504/
Abstract
This article aims at examining the strategic leeway of firms pursuing business strategies incompatible with the dominant institutional environment in a given market economy. In order to evaluate this question, we focus on the therapeutic biotech industry and draw a German–British comparison. Proponents of the varieties-of-capitalism (VoC) approach assume that German firms underperform in this industrial sector in comparison to British firms due to the institutional framework in which German firms operate; this framework is assumed to provide them with hardly any strategic latitude. The VoC approach is challenged by two alternative perspectives, in both of which it is believed that firms can have a high level of strategic leeway; in the first approach this is possible due to institutional heterogeneity within national market economies; and in the second approach, the above can be seen as the result of economic internationalization. Our empirical findings show that British firms are indeed more competitive in the therapeutical biotech industry, but only to a limited extent. German firms perform better than projected by the VoC approach because they operate in an institutionally heterogeneous environment and due to the impact of internationalization. Thus, we argue for the integration of these three perspectives in one explanatory approach.
Conference papers
- . (2009) 'Strategic Leadership in Heterarchical Networks? A structuration perspective on leadership practices'. Chicago, USA: Academy of Management
- . (2009) 'Financing Innovation Networks - Mobilizing Financial Resources for Critical Component Suppliers'. Paris, France: Society for the Advancement of Socio-Economics (SASE)
- . (2009) 'Strategic Leadership Practices in Heterachical Networks – A Practice-based Perspective on Intel as a Primus Inter Pares within SEMATECH'. Barcelona, Spain: European Group for Organization Studies (EGOS)
- . (2009) 'Path Constitution Analysis – A Methodology for Understanding Path Dependence and Path Creation in the Semiconductor Manufacturing Tool Industry'. Liverpool, UK: European Academy of Management (EURAM
- .
(2007) 'International Private Equity Investors as an Emerging Transnational Community and their Impact on the German Business System'. Vienna, Austria: EGOS ColloquiumFull text is available at: http://epubs.surrey.ac.uk/178664/
- . (2005) 'Radical Innovations in Anglo-Saxon Market Economies and the “Silent Contradictions” of Institutional Innovation Theories – An Investigation by the Example of Biotechnology'. Berlin, Germany: EGOS Colloquium
- . (2003) 'Strategien deutscher Biotech-Unternehmen – eine institutionentheoretische Analyse'. University of Bielefeld, Germany: German Society of Sociology
- . (2001) 'Control Mechanisms and Patterns of Reorganization'. Humboldt University, Berlin: Management Of Change in Multinational Companies: Global Challenges and National Effects. Workshop financed by the Anglo-German Foundation
- . (2001) 'The Micro-Coevolution of an Organizational Model in a Multinational Corporation: Bringing Actors into the Coevolutionary Framework'. Lyon, France: EGOS Colloquium
- . (2001) 'Do European Corporate Coordination and Control Systems Converge?'. Barcelona, Spain: Founding Conference of the European Academy of Management
Book chapters
- . (2003) 'Internationaler Modelltransfer und lokaler Widerstand. Die Einführung eines konzernweiten softwarebasierten Organisationsmodells in einem globalen Aufzugskonzern (International Model Transfer and Local Resistance. The Introduction of a Software-Based Organisational Model in an Elevator Corporation)'. in Dörrenbächer C (ed.) Modelltransfer in multinationalen Unternehmen. Strategien und Probleme grenzüberschreitender Konzernintegration Berlin : Sigma Verlag , pp. 113-129.
- . (2002) 'Control Mechanisms and Patterns of Reorganization'. in Geppert M, Matten D, Williams K (eds.) Challenges for European management in a global context: Experiences From Britain and Germany Palgrave MacMillan , pp. 68-95.
Theses and dissertations
- . (2006) Deutsche Biotech-Unternehmen und ihre Innovationsfähigkeit im internationalen Vergleich. Eine institutionentheoretische Analyse (German Biotech Companies and their Innovative Ability in the International Comparison. An Institutional Analysis). University of Groningen
Teaching
- Leader of the Entrepreneurial Strategy module (MSc level)
- Leader of the International Business module (UG level)
- Contributor to the Innovation Management module (MSc level)
Departmental Duties
BSc International Business Management programme leader
Journal Engagements
Socio-Economic Review
Competition & Change
Critical Perspectives on International Business
Economic Geography
