TY - RPRT A1 - Buchholz, Wolfgang A1 - de Bie, Holger T1 - A Paradigm Shift in Times of Digital Transformation: What are the Determinants of Bank-Fintech Cooperation? Empirical Evidence from the Financial Service Sector N2 - The financial services sector is undergoing a digital transformation. But the emerging picture is very different from the innovation-driven revolution that was initially expected. Due to the variety of challenges, banks and mostly young financial technology companies (fintechs) are increasingly cooperating instead of competing. Yet despite the rapidly growing importance of bank-fintech cooperation, there is still a lack of empirical evidence on the determinants. We use an explorative research design and conduct semi-structured interviews to contribute to this research field. Our findings illustrate that banks are primarily concerned with access to innovation, while fintechs mainly focus on balancing their resource constraints. Y1 - 2020 ER - TY - GEN A1 - Kappel, Antonia A1 - Buchholz, Wolfgang T1 - Application of a Supply Net Mapping Model to improve strategic sourcing in the agricultural machinery industry. 25th Annual International Purchasing and Supply Education and Research Association (IPSERA) Conference: "Purchasing & Supply Management - from efficiency to effectiveness in an integrated Supply Chain Management". Dortmund, Germany. Y1 - 2016 ER - TY - CHAP A1 - Buchholz, Wolfgang A1 - Meiners, Daniel T1 - Attainment of higher quality for innovative ideas by systematic utilisation of external sources T2 - Attainment of higher quality for innovative ideas by systematic utilisation of external sources Y1 - 2008 CY - Hamburg ER - TY - CHAP A1 - Buchholz, Wolfgang T1 - Borderless business - Bridging the gaps between fairly contrastive management concepts T2 - Baaken, T./Teczke, J. [Edit.]: Managing Disruption and Destabilisation Y1 - 2014 SN - 978-3-938137-49-9 SP - 143 EP - 156 PB - International Management Foundation CY - Cracow ER - TY - GEN A1 - Damwerth, Philipp A1 - Bach, Norbert A1 - Buchholz, Wolfgang T1 - Build to last: An analysis of the impact of founding conditions on ecosystem emergence Y1 - 2023 ER - TY - GEN A1 - Buchholz, Wolfgang A1 - Crone, Niklas A1 - de Bie, Holger T1 - Changing the Value Chain - Conceptional Framework and Case Studies for In- and Outsourcing Strategies, EIASM Colloquium on Organisational Change and Development - Advances, Challenges and Development, Malta 2011 Y1 - 2011 ER - TY - GEN A1 - Damwerth, Philipp A1 - Bach, Norbert A1 - Buchholz, Wolfgang A1 - Rosculete, Maria-Ana T1 - Collective dynamic capabilities in innovation ecosystems - an analysis of the multi-actor process Y1 - 2023 ER - TY - CHAP A1 - Buchholz, Wolfgang A1 - De Bie, Holger T1 - Complementor relationship management for Data-driven B2B platforms: Towards a Holistic approach T2 - International Forum on Knowledge Asset Dynamics 2021 conference proceedings N2 - In the so-called ecosystem economy, new platform-based business models evolve rapidly based on the prospects of digital technology. Especially in the B2B context, data-driven platforms are highly relevant. Thus far, little research has been conducted on the supply side of data-driven platforms and especially on service providers, the so-called complementors. Therefore, this paper offers insights into the various facets of complementor relationship management (CoRM). The paper aims to develop a framework for the management of complementors of data-driven B2B platforms. For empirical evidence, we draw on 14 semi-structured expert interviews with platform managers and complementors. The findings outline two big areas of CoRM and discuss distinct characteristics of partner management and technology management. For partner management the differentiation into open and closed platform needs to be taken into account for complementor relationship management. Moreover, our study reveals the key factors of technology management which lead from platform infrastructure to digital applications like digital twins or predictive maintenance. Y1 - 2021 SP - 1 EP - 25 ER - TY - CHAP A1 - Buchholz, Wolfgang A1 - Kappel, Antonia A1 - Albersmann, Aline A1 - Huang, Jian T1 - Conceptualisation of a preventive and reactive supply chain risk management approach to manage supply shortages T2 - IPSERA Conference proceedings N2 - Particularly in times of disruptive changes, companies need an early warning system for risks in their supply chains to gain relevant information in a timely manner. Furthermore, they require suitable action plans and strategies to help react when a risk occurs. Based on an in-depth case study at an automotive parts supplier producing electronic systems and lighting components, this paper develops a holistic supply chain risk management framework. After investigating the specific supply chain risks to support critical parts management, standardised processes and procedures are developed to improve the preventive supply chain risk strategy cycle, as well as the reactive critical parts management cycle. Y1 - 2019 SP - 1 EP - 17 ER - TY - CHAP A1 - Buchholz, Wolfgang A1 - Kappel, Antonia A1 - Schiele, Holger T1 - Cost versus Innovation Leaders: When do they need Supply Network Mapping? The impact of SNM on purchasing performance T2 - IPSERA Conference proceedings N2 - Buying firms lack transparency about the supplier relationships in their networks. The applica-tion of dedicated tools such as Supply Network Mapping (SNM) can help to visualize and analyze these relationships. However, the impact of such tools on the purchasing performance has not been explored yet. Moreover, companies with different competitive strategies might have different motivations to use these tools. Therefore, this paper tests the impact of supplier relationship information and SNM on the purchasing performance on a large sample of 624 purchasers. A multi-group analysis in structural equation modeling estimates the impact of a cost leadership versus a differentiation strategy on cost saving and innovation performance. We show that information quality and SNM indeed improve the purchasing performance. Moreover, cost leaders use SNM if they know their supplier relationships with sub-suppliers, while innovation leaders use it if they know their supplier relationships with other customers. Hence, our results prove the usefulness of the SNM tool and give recommendations for its use depending on a company’s competitive strategy. Y1 - 2019 SP - 1 EP - 19 ER -