Konzeption eines Frühwarnsystems im strategischen Management am Beispiel der Österreichischen Post AG

Konzeption eines Frühwarnsystems im strategischen Management

am Beispiel der

Österreichischen Post AG

Diplomarbeit von

Anthony Simpkins, BSc.

eingereicht am

Lehrstuhl für Wirtschafts- und Betriebswissenschaften der

Montanuniversität Leoben

Leoben, am 18. Februar 2013

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2 Brühwiler B., 1994, S. 6

3 Vgl. Wolf K., et al., 2009, S. 30-31

4 Siehe Gleißner W. et al., S. 1

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5 Vgl. Gleißner W. et al., S. 1

6 Anm. In diesem Zusammenhang können Störfaktoren durch aus positiven Charakter besitzen

7 Vgl. Gleißner W. et al., S. 1-2

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2.1.2 Operative versus strategische Frühaufklärung

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8 Vgl. Bertram 1993, S. 134

9 Vgl. Hammer 1998, S. 175

10 Vgl. Krystek 2006a, S. 224

11 Vgl. Gleißner W. et al., S. 3

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12 Eigene Darstellung basierend auf Krystek et al., 2006, S.175ff

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13 Vgl. Liebl F, 2005, S.131

14 Vgl. Roll M., 2004, S.35

15 Vgl. Krysek U., 2007, S.51-52

16 Vgl. Alsan A. et al., 2003, S.33-45

2.1.3 Operative Frühwarnung bzw. Früherkennung

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17 Gleißner W. et al., „Moderne Frühwarn und Prognosesysteme für Unternehmensplanung und Risikomanagement“, S. 2-3

18 Vgl. Romeike F., „Erkennung von Trends und Frühen Signalen im Risikomanagement – Frühwarnindikatoren: Kriti- scher Faktor Spätwarnung“, S.4-6

19 Vgl. GIB, „Zukunftssicherung durch strategische Früherkennung“, S.3-5

20 Vgl. Kühn et al., „Die Unternehmung“, S.223ff

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21 Vgl. Brockhoff et al., 2001, S.715-752

22 Krystek/Müller-Stewens, 1993, S. 45

23 Vgl. Neumann 2004, S. 82

24 Vgl. Neumann, 2004, S. 82

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25 Vgl. Krystek U./Müller-Stewens, 1993, S. 63

26 Vgl. Geißler J., 1995, S. 98

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Abbildung 3: Aufbau eines indikatorbasierten Früherkennungssystems²⁷

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27 Vgl. Krystek U., 1990, S.70 (eigene Darstellung in Anlehnung an Krystek)

28 Vgl. Krystek/Müller-Stewens 1993, S. 76

29 Vgl. Krystek, 2000, S. 152

30 Vgl. Hauff S. 2009, S. 9-19

1. Defininition der Beobachtungsbereiche

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32 Vgl. Krystek U, 2000, S. 153 (eigene Darstellung)

33 Anm. Die Relevanz wird bei Krystek nicht direkt als Anforderungsmerkmal geführt. Es ist anzunehmen, dass die Relevanz jeden einzelnen Anforderungsmerkmales zugrunde liegt.

34 Vgl. Krystek U., 2000, S. 153

35 Vgl. Krystek U., 2000, S. 155

36 Vgl. Schlüter C. K., 2004, S. 13

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37 Vgl. Krystek/Müller-Stewens, 1993, S. 98

38 Vgl. Hauff S., 2009, S. 15

39 Vgl. Krystek U., 2000, S. 156

40 Vgl. Schlüter C. K., 2004, S. 15

41 Vgl. Krystek U., 2000, S. 156

42 Vgl. Hauff S., 2009, S. 16

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43 Vgl. Hahn D., Krystek U., 1984, S. 21

44 Vgl. Geißler J., 1995, S. 113

45 Vgl. Schlüter C.K., 2004, S. 11 ff

46 Vgl. Geißler J., 1995, S. 113

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49 Vgl. Krystek U. / Müller-Stewens, 2006, S. 178-179

50 Galtung J., 1978, S. 52

51 Anm.: Invarianz leitet sich in diesem Fall von unveränderlich ab

52 Vgl. Galtung J., 1978, S.52 f

53 Vgl. Krystek U; Müller-Stewens, 2006, S. 179

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54 Vgl. Ansoff I., 1995, S. 21 ff

55 Vgl Krystek U, Müller-Stewens, 2006

56 Liebl F., 2005, S. 128

57 Vgl. Liebl F., 1996, S. 8

58 Vgl. Röttger, 2005, S. 140

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60 Vgl. Krystek U., Müller-Stewens, 2006, S. 180

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61 Vgl. Krystek U., Müller-Stewens 1999, S. 498 f

62 Vgl. Hofbauer G., 2005, S.33 ff

63 Vgl. Krystek U., 2007, S. 53

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64 Vgl Kirsch W., 1979 a, S.356

65 Vgl. Zelewski S., 1986, S. 9-11

66 Vgl. Kirsch et al., 1979 b, S. 53

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67 Vgl. Krystek U., Müller-Stewens G., 2006, S. 181

68 Vgl. Hanh D., Krystek U., 2000, S. 88 ff

69 Anm.: Der Nachteil des Monitorings im operativen Bereich ist jedoch nur relativ. Der Aufwand der nötig ist, um den Scanning-Prozess zu filtern und die Ergebnisse einem anschließenden Monitoring zu Übergeben ist ungleich höher als jener bei operativen Methoden. Hier gilt mit ökonomischem Augenmaß zu bewerten, welches System für einen erfolgversprechender scheint. Mitunter ist es auch eine Frage der Unternehmensgröße. Bei kleineren Unternehmen kann die strategische Frühwarnung bis zu einem gewissen Grad auf die Erfahrung und den Instinkt des Manage- ments beruhen.

70 Vgl. http://www.leifiphysik.de/web_ph10/umwelt-technik/05_gluehlampe/geschichte.htm

71 Anm.: Diese fachlich korrekte, jedoch überspitzte Formulierung soll die Branchendifferenzen bezüglich der Auswir- kung strategischer Entscheidungen verdeutlichen.

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72 Vgl. Hagelauer R., et al., 1999, S. 298-299,

73 Vgl. Röttger U., 2005, S. 142

74 Rauscher L.-H., 2004, S. 43

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75 Anm.: Als Beispiel wird hier auf das Interview mit Fr. Miriam Teicht – Leiterin Online-Innovationsmanagement verwie- sen

76 Anm.: Es ist natürlich vorausgesetzt, die Integrität einer Quelle solcher Information ist gegeben.

77 Vgl. Josse G., 2004, S. 168 ff

78 Anm.: Der Punkt ist aus Sicht dieser Arbeit umstritten. Der Aufwand einem Menschen Kreativität „beizubringen“ ist sehr hoch bzw. ökonomisch wenig sinnvoll. Kreativität stellt eine persönliche Eigenschaft dar, ähnlich der Intelli- genz. Es gibt jedoch Methoden, um die Bereitschaft gegenüber solchen Verhaltens zu schärfen.

79 Vgl. Rehkugler H., 2002, S. 594

80 Vgl. Liebl F., 1996, S.12 ff