Institute of Management

How do leaders make strategic decisions under conditions of value conflict?

  • Forschungsthema:How do leaders make strategic decisions under conditions of value conflict?
  • Typ:Bachelorarbeit
  • Datum:ab April
  • Betreuer:

    alexander.graf@kit.edu

  • Leaders in organizations are responsible to various stakeholders who have different goals. For example, shareholders may want leaders to ensure that the company provides the greatest return on investment. The company’s customers may be interested in product performance and employees in job satisfaction and pay. As a result, leaders often face the pressure to address multiple, competing strategic objectives at the same time, such as financial performance and social missions or investing in innovation and in existing products. For example, in the food industry, investing in sustainable animal wellbeing and feeding may feel like “the right thing to do”, however, are potentially missing financial incentives. In the pharmaceutical industry, leading companies state their purpose is “to reimagine medicine to improve and extend people's lives” or “to bring therapies to people that extend and significantly improve their lives”. However, while a new therapeutic for a rare disease may address a critical patient unmet need and potentially help thousands of people, financially the development and distribution may not be attractive to proceed.

     

    Leaders will have to judge which of the goals to emphasize when making managerial strategic decisions. Rather than choosing between alternatives, the long-term success of organizations depends on the leader’s ability to engage multiple strategic objectives. This can lead to complex demands on them in terms of their behavior and organizational decision making.


    The objective of this thesis is to review the current literature and key empirical support on the emergence of value-based / moral leadership (e.g., authentic, ethical and servant leadership) and on how leaders in organizations make strategic decision under conditions of value conflict.

     

    Key components of the thesis are:
    • Review of the current academic literature and empirical support on the emergence of value-based / moral leadership and on how leaders in organizations make strategic decision under conditions of value conflict
    • Identify and synthesize key emerging debates regarding forms of leadership and within each decision model
    • Identify and synthesize case studies relevant for this subject in the area of rare diseases or cancer treatment
    • Identify and synthesize current suggestions and your own ideas for future research

     

    What we offer
    • Research in an area that is highly relevant for guiding management practice
    • Excellent and interdisciplinary scientific environment in cooperation with industry
    • Close collaboration with and support by an employee of Bayer Pharmaceuticals U.S. and an IBU representative

     

    What we expect
    • Good research skills
    • Reliable and independent work attitude
    • Fluent English (fluent German would be an asset)


    If you have any questions, please contact Alexander Graf (alexander.graf@kit.edu) or Johannes Becher (johannes.becher@partner.kit.edu).