Professor Ansgar Richter
Ansgar Richter joined Surrey Business School as Dean in October 2016. Prior to his appointment at Surrey, he was Head of the Organisation and Management Group at University of Liverpool Management School (2013-2016), and Head of the Department of Strategy, Organisation & Leadership at EBS Business School in Wiesbaden, Germany (2002-2013).
Ansgar studied Philosophy and Economics in Frankfurt and Bochum (Germany), before continuing his studies at London School of Economics (LSE), where he earned an MSc in Industrial Relations and Personnel Management, and a PhD in Management. Following his studies, he worked for over three years as a management consultant with McKinsey & Company, advising clients in Great Britain, Germany, Luxemburg, Finland and the USA on matters of strategy and organisation. At various points in his academic career, Ansgar was a visiting scholar at Berkeley, Stanford, and INSEAD. He has also taught at INSEAD (France), LSE (UK), Cranfield Management School (UK), Indian Institute of Management, Ahmedabad (India), Indian Institute of Management, Kozhikode (India), Xi'an Jiatong-Liverpool University (XJTLU) in Souzhou (China), University of Montana Business School, Missoula (USA), École Polytechnique Fédérale de Lausanne (Switzerland), and Leipzig Graduate School of Business (Germany). In addition, he has provided a wide range of executive education programmes for companies in the automotive, chemical, pharmaceuticals, infrastructure, and professional service sectors.
Ansgar's research interests are at the interface of strategy, organisation and governance. He has published extensively in journals such as Strategic Management Journal, Journal of Management, Leadership Quarterly, Global Strategy Journal, Journal of Organizational Behavior, International Journal of Human Resource Management, British Journal of Industrial Relations, and many others. Five of his papers have been included in the Academy of Management Best Paper Proceedings. He is a member of the Editorial Boards of Journal of Management, Long-Range Planning, and International Journal of Human Resource Management, and serves as a reviewer for many other journals on a regular basis. He has also served as Chair of the Management Consulting Division of the Academy of Management. Furthermore, he works closely with accreditation bodies.
Ansgar and his wife Dorothee have three children. All of them enjoy classical music, reading, and sharing time with friends and family.
Dynamic Capabilities; Organisational Design; Incentives, Ownership and Justice in Organisations; Strategy and Structure of Professional Service Firms
Academy of ManagementStrategic Management SocietyBritish Academy of ManagementGerman Academic Association for Business Research (Verband der Hochschullehrer für Betriebswirtschaft)
Surrey Business School forms new partnership with the Indian Institute of Management Ahmedabad
Honorary doctorates awarded for outstanding contributions to the arts, business and international politics
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ordinary and dynamic capabilities for firm performance and about the extent to which their
performance effects are contingent on environmental conditions. We meta-analyze 115 studies
to investigate the relationship between both ordinary and dynamic capabilities and the financial
performance of firms in relatively stable versus changing environments. The results suggest that
the performance effects of both types of capabilities are positive and similar in magnitude.
Environmental dynamism reinforces the effects of both ordinary and dynamic capabilities.
Furthermore, the two types of capabilities are closely associated. Our findings provide support for
a moderate capabilities-based view of the firm, rather than one that considers dynamic capabilities
as superior to ordinary ones.
Home country institutions, for instance chambers of commerce and educational systems, can support firms' efforts to expand into foreign markets. However, only some firms utilize this support and become successful in international markets. We propose that these firms have a particular ability to leverage institutions; they have institutional leverage capability. More precisely, we explain that firms need to be aware of the institutional support, access it, decide to adopt it, and adapt their resources to fully exploit the institutions available in their home countries. We recommend that firms design organizational structures and processes to leverage institutions for internationalization. We illustrate our suggestions with the example of the German ?hidden champions,? medium-sized firms that are global market leaders, and how they leverage institutions to internationalize.
We develop the notion of a firm's institutional leverage capability in order to explain heterogeneity among firms with respect to their ability to turn a location's generally available institutional benefits into firm-specific institutional competitive advantages. Institutional leverage capability represents a higher-order construct formed by the four components of awareness, access, adoption and adaption of institutional benefits. It is of particular strategic relevance in institutional contexts that provide high levels of support to firms. Firms can use institutional competitive advantages, which they generate by leveraging their home country's institutions, for the purpose of internationalization. We illustrate our argument using the example of several mid-sized German companies that have leveraged home-country institutional benefits and attained leading positions in international markets. Copyright © 2016 Strategic Management Society.
ownership, a hybrid form of ownership and governance in which the
companies? founders or their heirs hold controlling stakes, while
inviting external minority shareholders to contribute capital, and
outside managers to participate in the day-to-day administration of
the companies concerned. We analyze a sample of 360 publicly
quoted firms with promoter ownership in India during the 2006-2013
period. We find that in group-affiliated firms, the level of promoter
ownership is positively associated with capital market performance,
whereas in stand-alone firms there is a U-shaped relationship
between promoter ownership and capital market performance. There
are only minor performance differences between group-affiliated and
stand-alone firms, once other performance determinants are
controlled for. Our findings cast doubt on the idea that group affiliation
in promoter-owned firms allows promoters to extract value for
themselves at the expense of outside shareholders.
communication as a source of legitimacy and reputation in the eyes of its stakeholders. We argue
that it is not just the content or style of a firm?s communication about its strategy, but also the
alignment between this communication and its subsequent strategic actions that help building
legitimacy amongst stakeholders and creating firm performance. We introduce the organizationlevel
construct of ?strategic integrity? to capture the notion of alignment between a firm?s strategy
communication and its subsequent strategic actions. We investigate the importance of strategic
integrity using the case of the German pharmaceuticals firm Bayer AG in the context of its portfolio
restructuring. The results of an event study of 98 acquisitions/divestments indicate that stock
markets react positively to strategic integrity.
firms (PSFs) in order to be able to address complex client needs. Furthermore, the projectbased
nature of PSFs? work puts pressure on them to retain clients across project periods.
Drawing on both net effect and configurational perspectives, this study provides a holistic
understanding of the relative importance, and of the interplay of social and economic
determinants of business relationship performance in the context of dynamic relationships
between PSFs and their clients. Using data from 297 business clients, the results reveal that,
overall, social determinants are more important than economic determinants as drivers of the
client?s willingness to cooperate with a PSF in future. The importance of social determinants
increases further in later relationship lifetime phases. The configurational analysis also reveals
several equifinal constellations of social and economic determinants across the lifetime phases
to drive a client?s willingness to cooperate in future. Therefore, no single determinant by itself
is sufficient for ensuring relationship performance. We advance the literature by showing that
distinct constellations of social and economic determinants are required to achieve the desired
outcome, and that these constellations change across business relationship lifetime phases.