• Table of contents
  • List of figures
  • List of appendices
  • List of abbreviations
  • Summary
  • 1 Introduction
  • 1.1 Dissertation as part of the ICS Research Project
  • 1.2 Research objective and guiding questions
  • 1.3 Theoretical relevance
  • 1.4 Practical relevance
  • 1.5 Outline of dissertation
  • 2 Theoretical background
  • 2.1 Strategy process research
  • 2.2 Organizational theory lenses on strategy process
  • 2.3 Selection of neo-institutional theory for this dissertation
  • 2.4 Summary and discussion
  • 3 Research framework
  • 3.1 Unit and level of analysis
  • 3.2 Theoretical framework
  • 3.3 Summary and discussion
  • 4 Research setting
  • 4.1 Industry and case study selection
  • 4.2 Introduction to the selected case company: E.ON
  • 4.3 German energy sector
  • 4.4 Actors in the field
  • 4.5 Summary and discussion
  • 5 Methodology
  • 5.1 General research methodology
  • 5.2 Research design
  • 5.3 Phase I: Resource-based outside-in analysis
  • 5.4 Phase II: Interview-based in-depth case study
  • 5.5 Consolidation and theory building
  • 5.6 Summary and discussion
  • 6 Results
  • 6.1 Direct influences of regulatory actors on corporate resource allocations
  • 6.2 Internal alignments of corporate strategy and structure
  • 6.3 Externally directed responses toward regulatory involvement
  • 6.4 Summary and discussion
  • 7 Managing regulatory involvement - towards an integrative framework
  • 7.1 Theoretical framework and institutional mechanisms
  • 7.2 Relative importance of political strategy vs. market strategy
  • 7.3 Coordination of political and market strategy
  • 7.4 Summary and discussion
  • 8 Discussion and implications
  • 8.1 General discussion of the results
  • 8.2 Implications relating to theory
  • 8.3 Implications relating to management practice
  • 9 Conclusions
  • 9.1 Limitations of this dissertation
  • 9.2 Further research directions
  • 9.3 Final conclusions
  • Appendices
  • Bibliography