Today’s volatile, uncertain, complex, and ambiguous markets force companies to constantly be aware of the contradictory demands and conditions shaping the competitive landscape. In order to cope with this equivocality, companies urge for strategists who not only come up with a predefined action plan, but rather include a holistic as well as adaptable style of thinking. As the procedural processes of strategic thinking exceed the competencies required for memorizing certain terms or theories, they often make conceptual knowledge obsolete while at the same time increasing the necessity of implicit knowledge. The character of implicit knowledge does not allow it to be formalized in an explicate way. Strategic thinking thus, requires to be demonstrated as well as experienced in order to be developed. The so-called mimetic learning process offers an approach to make the know-how of strategic thinking tangible and accessible for learners. Thereby, the learners have the opportunity to observe and imitate the action, make mistakes and experiences, and finally learn strategic management competencies through reflection and repeated practice, directly in the situation. Thus, acquiring a theoretically underpinned, yet practically experienced expertise, by combining inductive and deductive learning approaches; leading to an abductive way of teaching.

The war for talent poses a great challenge to companies as they struggle to attract, employ, and retain talented employees. Simultaneously, employees as a company resource are continuously gaining in importance. Combined, these two developments emphasise the relevance of a suitable and successful Human Resource Management. Employee Experience, defined as “the employee’s holistic perceptions of the relationship with his/her employing organization derived from all the encounters at touchpoints along the employee’s journey” (Plaskoff, 2017, p. 137) offers a new perspective on employees, their management and strategic importance. This Master’s Thesis analyses the potential of a great Employee Experience to be a source of competitive advantage. Results of the literature review and qualitative interviews indicate that successfully creating an outstanding Employee Experience provides several advantages, not only for the employees but also on the firm-level. Among them are improved profitability, employee engagement, customer satisfaction, employer brand, work environment, innovation and stock price which in total could lead to a competitive advantage. However, these benefits can only be realised when implementing Employee Experience holistically and strategically. In this Master’s Thesis such a holistic Employee Experience framework is presented as well as a model explaining the proposed relationship between Employee Experience and competitive advantage.

“The supply chain stuff is really tricky.” – Elon Musk, 2016. A simple, yet precise statement which underlines the growing complexity of globally acting supply chains. Global supply chains are exposed to a vast number of risks of disruption. Whether man-made or natural, foreseeable or unexpected, local or global – disruptions to supply chains have many faces. Supply chains’ operations may be harmed by disruptive events of global magnitude, such as worldwide crises like the COVID-19 pandemic, but also by mere local events – e.g. a shootout at the Mexican border halting the production of the Tesla Model X. Markets do not forgive improper response to disruptions of supply chains. Thus, resilient supply chains are highly valuable strategic assets. This Bachelor’s thesis aims to examine the vulnerability of global supply chains and identify risks imposed to them as well as to discuss strategic approaches to increase resilience. Literature research has shown that supply chain risks can be categorized by supply-side, demand-side, operational and environmental risks. To cope with these risks, firms need to employ a strategic approach to supply chain risk management. This work proposes a four-step supply chain risk management process (SCRMP): Identification, Assessment, Mitigation and Monitoring. Further it is suggested to emphasize and embrace following important supply chain characteristics: Agility, flexibility and redundancy as well as collaboration.

Heutzutage stehen Unternehmen vor der Herausforderung den immer höher werdenden Ansprüchen ihrer Stakeholder für Corporate Social Responsibility (CSR) nachzukommen. Unternehmen, die die Anforderungen ihrer Stakeholder nicht erfüllen, können im Wettbewerb nicht überleben. Somit rückt das Thema CSR immer weiter in das strategische Management von Unternehmen. In der nachfolgenden Bachelorarbeit werden die Zusammenhänge zwischen CSR Engagement von Unternehmen und den daraus resultierenden Wettbewerbsvorteilen aufgezeigt. Die Argumentation stützt sich dabei auf die Sichtweisen der positionierungsorientierten und der ressourcenorientierten Perspektive sowie auf eine Kombination beider Sichtweisen. Es stellt sich heraus, dass Wettbewerbsvorteile durch strategische CSR mittels vorteilhafter Positionierung, durch Kostenführerschaft und/oder Differenzierung, erreicht werden können. Darüber hinaus können Wettbewerbsvorteile generiert werden, indem die Stakeholderbeziehungen gefestigt werden. Somit können Unternehmen durch CSR das Kundenverhalten positiv beeinflussen, sowie bestehende Mitarbeiter*innen an das Unternehmen binden und neue Mitarbeiter*innen anziehen. Gerade in Zeiten des Fachkräftemangels stellt strategische CSR ein wichtiges Tool dar, um die Wettbewerbsfähigkeit nachhaltig zu sichern. Eine geeignete und zielgruppenadäquate Kommunikationsstrategie ist notwendig, um die Aufmerksamkeit der Stakeholder zu erreichen und deren Wahrnehmung über das CSR Engagement positiv zu beeinflussen. Durch strategische CSR können Unternehmen ihre Wettbewerbsfähigkeit langfristig erhöhen und in Zeiten eines verstärkten Wettbewerbs profitieren.

Why do corporations communicate the way they do? Since the rise of the internet and social media, digital corporate communication has become one of the key competitive differentiators of corporations worldwide. This Master’s Thesis introduces a new dimension for analyzing corporate communication strategies by assuming the existence of fundamental differences between organizations with high strategic choice and deterministic companies. To test this assumption, two practically oriented models for analyzing digital corporate communication were introduced based on existing literature: Firstly, a strategic corporate communication framework containing 3 main and 8 sub typologies and, secondly, a continuum model of strategic choice and determinism covering a multitude of micro and macro factors. In this thesis’ empirical part, a content analysis was performed on digital communication channels of 25 of the top 500 Austrian corporations. Consequently, a correlation analysis of the results generated 10 hypotheses in support of this Master’s Thesis assumption: In conclusion, companies with high levels of strategic choice prefer image-based, informational and multi-stakeholder targeted communication strategies compared to deterministic companies, which are more likely to employ customer-focused, expertise-based and persuasive communication strategies.

Due to increasingly complex and dynamic business environments and the growing focus on the integration and accumulation of external resources through networks, the concept of coopetition, which involves simultaneous competitive and cooperative interactions between rivals, has increasingly gained the interest of researchers and business practitioners. Therefore, the main aim of this master’s thesis is to examine and provide meaningful information about the current state of knowledge concerning coopetition capabilities, that organizations need in order to anticipate and manage tensions and paradoxes inherent in coopetitive relationships, by drawing on scientific literature sources. As a result, the identification and examination of coopetition capabilities at the individual, organizational and inter-firm/network level, and the investigation of the development and preservation of three selected coopetition capabilities, provided the basis for the development of a multi-level framework of coopetition capabilities. However, high failure rates of cooperations between competitors demonstrate, that organizations lack coopetition capabilities that especially focus on the management of tensions in coopetition, emphasizing that there is still the need to close the prevailing research gap concerning coopetition capabilities.