Lindeque, Johan Paul

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Lindeque
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Johan Paul
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Lindeque, Johan Paul

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2020 - 20225
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Gerade angezeigt 1 - 5 von 5
  • Vorschaubild
    Publikation
    Segmenting household electricity customers with quantitative and qualitative approaches
    (Elsevier, 2022) Barjak, Franz; Lindeque, Johan Paul; Koch, Julia; Soland, Martin [in: Renewable and Sustainable Energy Reviews]
    Understanding private electric utility customers is essential given their central role in the sustainability transition of the electricity system. Socio-economic attributes, environmental attitude, and electricity consumption are not enough to take the new technological, economic and regulatory bases of the residential electricity markets in many industrialized countries into account. Further attributes can help to obtain a more holistic understanding of the private electricity customer. We conduct three studies and find a good correspondence of the customer segments resulting from a survey of the literature, an expert workshop, and a survey of Swiss electricity customers. Five key customer segments are distinguished: 1) affluent and quality-oriented, 2) ecologically aware, 3) technophile, 4) regionally rooted, and 5) stable and uninterested. Due to their unique energy preferences, these customer segments represent critical boundary conditions for technology adoption driven sustainability transitions. Assessment of the strengths and weaknesses of the segmentation methods suggest that with sufficient resources a combination can produce reliable and valid segments.
    01A - Beitrag in wissenschaftlicher Zeitschrift
  • Vorschaubild
    Publikation
    The digital transformation of Swiss small and medium-sized enterprises: insights from digital tool adoption
    (Emerald, 2022) Kraft, Corin; Lindeque, Johan Paul; Peter, Marc K. [in: Journal of Strategy and Management]
    PurposeThe study explores the alignment of Swiss small and medium-sized enterprise (SME) managers' understanding of digital transformation, with evidence of digital tool adoption in managerial and operative work. This reveals opportunities for more fully realizing the potential of digital transformation for SMEs.Design/methodology/approachThis multiple-case study, with four theoretically sampled cases, analyzes data from the qualitative answers of 1,593 respondents to a survey of Swiss SMEs about digital transformation. The study draws on a convenience sample of Swiss SME managers.FindingsThe analysis shows little understanding of digital transformation as related to managerial work. However, there are two clear digital tool adoption patterns for managerial work: (1) workflow and workforce management and (2) work-flow and team management. Understandings of digital transformation and operative work focus on the (1) organization of operational work or (2) a combination of organization and changing the way people work. The digital tool adoption in operational work additionally focuses on the digital skills of operational employees.Research limitations/implicationsThe study is only able to identify patters of understanding of digital transformation and digital tool adoption in managerial and operative work. More research is needed to understand why these patterns are observed.Practical implicationsSME managers need to think far more carefully about aligning their vision for digital transformation and the digital tools they adopt in both managerial and operational work, but especially in managerial work.Originality/valueThis is the first empirical study of the digital transformation of Swiss SMEs and their digital tool adoption. Significant potential for alignment is revealed, suggesting potential performance gains are possible.
    01A - Beitrag in wissenschaftlicher Zeitschrift
  • Vorschaubild
    Publikation
    The societal case for small business social responsibility: a review of the evidence of societal impact types and their relevance to stakeholders
    (Routledge, 2022) Lindeque, Johan Paul; Samuel, Olga; Kudłak, Robert; Barkemeyer, Ralf; Preuss, Lutz; Heikkinen, Anna [in: The impact of corporate social responsibility: corporate activities, the environment and society]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Demerged Multinational Enterprises: A Study of Post-Demerger International Strategies
    (Inderscience, 2020) Merkestein, Wouter; Lindeque, Johan Paul [in: European Journal of International Management]
    Demerged Multinational Enterprises (DMNEs) that emerge with an independent corporate status after a demerger from a parent multinational enterprise (MNE) are unique firms with a great variety of post-demerger strengths, weaknesses and international strategic responses. This paper adopts a firm-level internalisation theory approach to MNE strategy to empirically explore the characteristics and post-demerger strategies of four focal case DMNEs. Five years of post-demerger data from annual accounts, newspaper articles and databases were analysed. Analysis of the strategic responses of the four DMNEs has allowed a typology that distinguishes four DMNE types to be proposed. This typology explains the international strategies of DMNEs by the degree of post-demerger strategic dynamism that is possible and the need to address the quality of the firm specific advantages endowed to the DMNE in the demerger.
    01A - Beitrag in wissenschaftlicher Zeitschrift
  • Vorschaubild
    Publikation
    Strategic action fields of digital transformation: an exploration of the strategic action fields of Swiss SMEs and large enterprises
    (Emerald, 2020) Peter, Marc K.; Kraft, Corin; Lindeque, Johan Paul [in: Journal of Strategy and Management]
    Strategic Action Fields of Digital Transformation. An Exploration of the Strategic Action Fields of Swiss SMEs and Large Enterprises.
    01A - Beitrag in wissenschaftlicher Zeitschrift