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Professor Siggi Gudergan

Professor

Newcastle Business School (International Business)

Career Summary

Biography

Professor Gudergan is a chaired Professor in Strategy within Newcastle Business School. His research focuses on managerial decision making within organisations as it relates to employees who are working with customers; and managers who are working with internal and external business partners and other stakeholders. This work is applied to strategic management issues with a focus on the dynamic capabilities view to examine issues of strategic performance, innovation and governance in contexts such as alliance-, project- and service-based enterprises. He has the equivalents of a Bachelor and Master degree, respectively, in business administration and economics from the RWTH-Aachen (Aachen University of Technology in Germany). In his Master he specialized in Economics, Finance and Production & Operations Management. He has gained a PhD in Management from the former Australian Graduate School of Management (the degree was awarded by both the University of Sydney and UNSW) with a thesis that addresses the Performance and Governance of Strategic Alliances. He has published, or accepted for publication, a substantial number of studies including a research book, various chapters and other contributions in research books, numerous papers in double-blind refereed journals (including papers in top-level journals), and papers in double-blind refereed conference proceedings; the total number of papers exceeds 100. He has also received Distinguished/Best Paper Awards for both journal and conference publications. He has been successful in gaining significant research funding from national competitive bodies as well as industry. For example, within the last couple of years, he has been awarded one Australian Research Council (ARC) Discovery grant and five ARC Linkage grants as well as other support from industry totaling about AU$3.8mil from the Australian Research Council and industry partners as well as additional in-kind contributions from industry. He has also supervised successfully PhD students and has been the sole or primary advisor for doctoral students who have been awarded an Honorable Mention as finalist for the AoM Dissertation Award of the Business Policy & Strategy Division within the Academy of Management, the ASU CSL/Liam Glynn Dissertation Award by the AMA SERVSIG of the American Marketing Association, the Best PhD Paper Award by the Strategic Management Society, and the Inaugural Doctoral Dissertation Award of ANZMAC. Some of his former PhD students have now positions at universities including UNSW as well as at international universities such as the University of Maastricht. He has also have been an invited Faculty Member or Presenter at Doctoral Colloquia at ANZMAC and the Doctoral Colloquium of the Business Strategy & Policy Division at the Academy of Management Annual Meeting. He reviews on a regular basis for international journals, edits special issues for journals and is an invited grant assessor for both the Social Sciences & Humanities Research Council of Canada and the Australian Research Council where he is an Oz Reader. He has also been the Chair-Elect for the Knowledge & Innovation Interest Group within the Strategic Management Society; and been an invited speaker at both academic and industry conferences including the Carnegie Bosch Institute Conference on Mergers, Acquisitions, Alliances and Networks. He has had academic positions such as Head of Discipline Group, Head of School, Ass Dean Research Training and Director of an Interdisciplinary Research Centre as well as been offered the position of Pro Vice-Chancellor (Research & International); also, he has had professional positions such as Invited Interregional Coordinator of the Steering Group of the International Special Interest Research Group on Strategic Alliances & Networks within the IMS Network of Excellence Program (European Union Funded - 2003-2005); Co-founder and Past Director of the Alliancing Association of Australasia; and Chair of the Governance Interest Group within the International Centre for Complex Project Management.

Research Expertise
Professor Gudergan has substantial expertise in the design and execution of research and consulting projects that concern issues of strategic performance, innovation and governance in contexts such as alliance-, project- and service-based enterprises.

Teaching Expertise
Professor Gudergan has taught at undergraduate and postgraduate levels as well as doctoral levels. His has taught across various marketing, management and strategy topics as well as in consulting practice and research methods.

Administrative Expertise
Professor Gudergan has had academic positions such as Head of Discipline Group, Head of School, Ass Dean Research Training and Director of an Interdisciplinary Research Centre as well as been offered the position of Pro Vice-Chancellor (Research & International); also, he has had professional positions such as Invited Interregional Coordinator of the Steering Group of the International Special Interest Research Group on Strategic Alliances & Networks within the IMS Network of Excellence Program (European Union Funded - 2003-2005); Co-founder and Past Director of the Alliancing Association of Australasia; and Chair of the Governance Interest Group within the International Centre for Complex Project Management.

Collaborations
Professor Gudergan has extensive research collaborations within the University of Newcastle and with colleagues across the globe.


Qualifications

  • Doctor of Philosophy, University of Sydney

Keywords

  • Governance
  • Innovation
  • Research Methods
  • Strategic Performance
  • Strategy

Languages

  • German (Fluent)

Fields of Research

CodeDescriptionPercentage
080699Information Systems not elsewhere classified10
150310Organisation and Management Theory70
150599Marketing not elsewhere classified20

Professional Experience

UON Appointment

DatesTitleOrganisation / Department
1/07/2014 - 30/06/2015DBA SupervisorUniversity of Newcastle
Newcastle Business School
Australia
6/01/2014 - 23/05/2014Casual AcademicUniversity of Newcastle
Newcastle Business School
Australia
1/01/2014 - ProfessorUniversity of Newcastle
Newcastle Business School
Australia
31/08/2011 - 9/09/2011Casual AcademicUniversity of Newcastle
Newcastle Business School
Australia

Academic appointment

DatesTitleOrganisation / Department
1/01/2011 - Adjunct ProfessorUniversity of the South Pacific
Business and Law
Vanuatu
1/01/2008 - 1/12/2010Head of SchoolUniversity of Technology Sydney
Business and Law
Australia
1/01/2007 - 1/01/2011Executive DirectorUniversity of Technology Sydney
Business and Law
Australia
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Publications

For publications that are currently unpublished or in-press, details are shown in italics.


Book (1 outputs)

YearCitationAltmetricsLink
2006Kornberger MM, Gudergan SP, Only connect: neat words, networks and identities, Liber, Stockholm, Sweden, 256 (2006) [A1]

Chapter (9 outputs)

YearCitationAltmetricsLink
2009Gudergan SP, Johnston JL, 'Ethical leadership in public-private partnerships: Learning from an Australian 'great controversy'?', Public Sector Leadership: International Challenges and Perspectives, Edward Elgar Publishing, London, United Kingdom 276-293 (2009) [B1]
2008Gudergan SP, Schweitzer J, 'Resource-based view of the firm', International Encyclopedia of Organization Studies, SAGE, Thousand Oaks, California, United States of America 1379-1382 (2008) [B1]
2008Gudergan SP, Schweitzer J, 'Alliances', International Encyclopedia of Organization Studies, SAGE, Thousand Oaks, California, United States of America 50-54 (2008) [B1]
2007Gudergan SP, 'Alliances', Blackwell Encyclopedia of Sociology, Blackwell Publishing, Malden, Massachusetts, United States of America 121-123 (2007) [B1]
2007Gudergan SP, 'Measurement', International Encyclopedia of Organization Studies, SAGE Publications, Incorporated, Thousand Oaks, California, United States of America 888-891 (2007)
2006Lyles M, Gudergan SP, 'Learning and knowledge development in alliances', Handbook of strategic alliances, SAGE, Thousand Oaks, California, United States of America 241-254 (2006) [B1]
2006Clegg SR, Gudergan SP, Kornberger MM, Ray T, 'Managing local practices in a networked world', Only connect: neat words, networks and identities, Liber, Stockholm, Sweden 190-209 (2006) [B1]
2006Gudergan SP, Kornberger MM, 'Introduction to Only Connect: neat words, networks & identities', Only connect: neat words, networks and identities, Liber, Stockholm, Sweden 9-16 (2006) [B1]
2002Gudergan SP, Devinney TM, Ellis R, 'An integrated framework of alliance governance and performance', Growing the International Firm: Success in Mergers, Acquisitions, Networks, and Alliances, Carnegie-Mellon University Press, Pittsburgh, Pennsylvania, United States of America 151-163 (2002) [B1]
Show 6 more chapters

Journal article (41 outputs)

YearCitationAltmetricsLink
2015Wilden R, Gudergan SP, 'The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence', Journal of the Academy of Marketing Science, 1-19 (2015)
DOI10.1007/s11747-014-0380-y
CitationsScopus - 1
Co-authorsRalf Wilden
2015Bouncken RB, Pesch R, Gudergan SP, 'Strategic embeddedness of modularity in alliances: Innovation and performance implications', Journal of Business Research, 68 1388-1394 (2015)

This paper examines modular product structures in alliances. Results from a survey of 225 alliances show that modular product structures within alliances affect alliance firms' competitive performance. Product innovation performance, assessed as both speed to market and radical innovations and contingent on the employed innovation strategy, partially mediates this effect. Modular product structures exert curvilinear effects on product innovation performance and linear effects on competitive performance. Although the interaction of modular product structures with an innovation strategy increases product innovation performance, this contingency also reduces the positive effect of the innovation strategy on competitive performance.

DOI10.1016/j.jbusres.2015.01.020
CitationsScopus - 1
2014Sarstedt M, Ringle CM, Raithel S, Gudergan SP, 'In pursuit of understanding what drives fan satisfaction', Journal of Leisure Research, 46 419-447 (2014) [C1]
2014Gajendran T, Brewer G, Gudergan S, Sankaran S, 'Deconstructing dynamic capabilities: The role of cognitive and organizational routines in the innovation process', Construction Management and Economics, 32 246-261 (2014) [C1]

A better understanding of innovation processes might lead to productivity improvements. By focusing on a specific, economically relevant sector (construction) and on a specific type of firm (small to medium-sized enterprises, SMEs), the dynamic capabilities framework is extended by clarifying the roles of cognitive and organizational routines in organizational innovation processes. Insights generated from an in-depth case study of a medium-sized construction firm reveal that dynamic capabilities might diminish the relevance of an explicit innovation focus, because such capabilities have the potential to trigger emergent, incremental innovations. Accordingly, for construction SMEs, a development, rather than research, mode of innovation appears relatively more critical, as manifested in conscious cognitive routines and functional/integrative organizational routines. © 2013 Taylor & Francis.

DOI10.1080/01446193.2013.845306
CitationsScopus - 1
Co-authorsGraham Brewer, Thayaparan Gajendran
2014Bouncken RB, Pesch R, Gudergan SP, 'Strategic embeddedness of modularity in alliances: Innovation and performance implications', Journal of Business Research, (2014)

This paper examines modular product structures in alliances. Results from a survey of 225 alliances show that modular product structures within alliances affect alliance firms' competitive performance. Product innovation performance, assessed as both speed tomarket and radical innovations and contingent on the employed innovation strategy, partially mediates this effect.Modular product structures exert curvilinear effects on product innovation performance and linear effects on competitive performance. Although the interaction of modular product structures with an innovation strategy increases product innovation performance, this contingency also reduces the positive effect of the innovation strategy on competitive performance.

DOI10.1016/j.jbusres.2015.01.020
CitationsWeb of Science - 1
2014Pitsis TS, Sankaran S, Gudergan S, Clegg SR, 'Governing projects under complexity: theory and practice in project management', INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT, 32 1285-1290 (2014) [C3]
DOI10.1016/j.ijproman.2014.09.001Author URL
2014Pitsis TS, Sankaran S, Gudergan S, Clegg SR, 'Governing projects under complexity: theory and practice in project management', INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT, 32 1285-1290 (2014) [C3]
DOI10.1016/j.ijproman.2014.09.001Author URL
2013Müller R, Andersen ES, Kvalnes Ø, Shao J, Sankaran S, Rodney Turner J, et al., 'The Interrelationship of Governance, Trust, and Ethics in Temporary Organizations', Project Management Journal, 44 26-44 (2013) [C1]
DOI10.1002/pmj.21350
CitationsScopus - 9Web of Science - 6
2013Wilden R, Gudergan SP, Nielsen BB, Lings I, 'Dynamic Capabilities and Performance: Strategy, Structure and Environment', LONG RANGE PLANNING, 46 72-96 (2013) [C1]
DOI10.1016/j.lrp.2012.12.001Author URL
CitationsScopus - 13Web of Science - 5
Co-authorsRalf Wilden
2013Mathies C, Gudergan SP, Wang PZ, 'The Effects of Customer-Centric Marketing and Revenue Management on Travelers' Choices', JOURNAL OF TRAVEL RESEARCH, 52 479-493 (2013) [C1]
DOI10.1177/0047287513478499Author URL
CitationsScopus - 1
2013Louviere J, Lings I, Islam T, Gudergan S, Flynn T, 'An introduction to the application of (case 1) best-worst scaling in marketing research', International Journal of Research in Marketing, 30 292-303 (2013) [C1]
DOI10.1016/j.ijresmar.2012.10.002Author URL
CitationsScopus - 8Web of Science - 7
2012Gudergan SP, Devinney T, Richter NF, Ellis RS, 'Strategic implications for (non-equity) alliance performance', Long Range Planning, 45 451-476 (2012) [C1]
CitationsScopus - 8Web of Science - 4
2012Nielsen BB, Gudergan SP, 'Exploration and exploitation fit and performance in international strategic alliances', International Business Review, 21 558-574 (2012) [C1]
CitationsScopus - 4Web of Science - 4
2012Mathies C, Gudergan SP, 'Do status levels in loyalty programmes change customers' willingness to pay?', Journal of Revenue and Pricing Management, 11 274-288 (2012) [C1]
CitationsScopus - 1
2011Gudergan SP, Schweitzer J, 'Contractual complexity, governance and organisational form in alliances', International Journal of Stategic Business Allianc, 2 26-40 (2011) [C1]
2011Rigdon EE, Ringle CM, Sarstedt M, Gudergan SP, 'Assessing Heterogeneity in Customer Satisfaction Studies: Across Industry Similarities and within Industry Differences', Advances in International Marketing, 22 169-194 (2011) [B2]
CitationsScopus - 18
2011Mathies C, Gudergan SP, 'The role of fairness in modelling customer choice', Australasian Marketing Journal, 19 22-29 (2011) [C1]
DOI10.1016/j.ausmj.2010.11.002
CitationsScopus - 2
2010Schweitzer J, Gudergan SP, 'Leadership behaviours as ongoing negotiations and their effects on knowledge and innovation capabilities in alliances', International Journal of Knowledge Management Studies, 4 176-197 (2010) [C1]
DOI10.1504/IJKMS.2010.030791
CitationsScopus - 5
2010Pitsis TS, Gudergan SP, 'Know How? Challenges in knowledge and innovation management in alliances: an introduction', International Journal of Knowledge Management Studies, 4 109-113 (2010) [C1]
CitationsScopus - 1
2010Wilden R, Gudergan SP, Lings I, 'Employer branding: Strategic implications for staff recruitment', Journal of Marketing Management, 26 56-73 (2010) [C1]
DOI10.1080/02672570903577091
CitationsScopus - 13
Co-authorsRalf Wilden
2010Gudergan SP, Lings I, 'Service employee behaviour: The role of compliance and risk taking', International Journal of Services Technology and Management, 14 208-216 (2010) [C1]
DOI10.1504/IJSTM.2010.034328
CitationsScopus - 1
2010Gudergan SP, 'Adoption of technologies in industrial after-sales services across cultures', International Journal of Services Technology and Management, 14 250-258 (2010) [C1]
DOI10.1504/IJSTM.2010.034331
2010Gudergan SP, Lings I, 'Service Interfaces and Service Strategy', International Journal of Services Technology and Management, 14 139-143 (2010) [C1]
2008Gudergan SP, Beatson A, Lings IN, 'Managing service staff as an organizational resource: Implications for customer service provision', Services Marketing Quarterly, 29 25-41 (2008) [C1]
DOI10.1080/15332960802218687
CitationsScopus - 2
2008Wang PZ, Gudergan SP, Lings IN, 'The role of product involvement in e-service evaluations', International Journal of Electronic Marketing and Retailing, 2 59-79 (2008) [C1]
DOI10.1504/IJEMR.2008.016817
CitationsScopus - 1
2008Beatson A, Lings I, Gudergan SP, 'Service staff attitudes, organisational practices and performance drivers', Journal of Management and Organization, 14 168-179 (2008) [C1]
DOI10.5172/jmo.837.14.2.168
CitationsScopus - 13Web of Science - 9
2008Gudergan SP, Ringle CM, Wende S, Will A, 'Confirmatory tetrad analysis in PLS path modeling', Journal of Business Research, 61 1238-1249 (2008) [C1]
DOI10.1016/j.jbusres.2008.01.012
CitationsScopus - 63Web of Science - 41
2008Beatson A, Lings IN, Gudergan SP, 'Employee behaviour and relationship quality: Impact on customers', Service Industries Journal, 28 211-223 (2008) [C1]
DOI10.1080/02642060701842282
CitationsScopus - 17Web of Science - 13
2008Lings IN, Beatson A, Gudergan SP, 'The impact of implicit and explicit communications on frontline service delivery staff', Service Industries Journal, 28 1431-1443 (2008) [C1]
DOI10.1080/02642060802250245
CitationsScopus - 3
2007Gudergan SP, 'The Effects of Culture on Social Capital and Innovation', International Journal of Knowledge Culture and Change Management, 5 11-14 (2007) [C1]
2007Mathies C, Gudergan SP, 'Revenue Management and Customer Centric Marketing - How do they Influence Travellers' Choices?', Journal of Revenue and Pricing Management, 6 331-346 (2007) [C1]
DOI10.1057/palgrave.rpm.5160109
2007Johnston J, Gudergan SP, 'Governance of public-private partnerships: lessons learnt from an Australian case?', INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, 73 569-582 (2007) [C1]
DOI10.1177/0020852307083459Author URL
CitationsScopus - 25Web of Science - 13
2006Hackman D, Gudergan SP, Wang PZ, Daniel K, 'A service perspective on modelling intentions of on-line purchasing', Journal of Services Marketing, 20 459-470 (2006) [C1]
DOI10.1108/08876040610704892
2006Kenney JL, Gudergan SP, 'Knowledge integration in organizations: An empirical assessment', Journal of Knowledge Management, 10 43-58 (2006) [C1]

Purpose - The purpose of this paper is to provide the results from empirically testing the effects of different combinations of organizational forms and combinative capabilities on the efficiency, scope and flexibility of firm-level knowledge integration, given the influence of knowledge types and forms. Design/methodology/approach - The research is based on a case-study methodology employed to collect data from ten firms of low, medium and high knowledge complexity environs; manual and automated data mining techniques were employed. Findings - The findings suggest that organizational form and combinative capabilities explain the effects of efficiency, scope and flexibility on firm-level knowledge integration. In turn, differences in knowledge types and forms necessitate the use of secondary combinative capabilities. Research limitations/implications - While the study provides a coherent and detailed understanding of firm-level knowledge integration and explain the development of a firm's knowledge architecture through organizational structures and synthesize existing literature contributing to an emergent understanding of the ambiguities surrounding combinative capabilities, further research identifying the effects of and relationship with the deep knowledge in combinative capabilities on strategic capabilities and a firm's knowledge vision would be beneficial. Practical implications - Of practical relevance is the strategic and operational management implications detailing the specific organizational structures to achieve desired firm-level knowledge integration capacity and manage particular integration efficiency, scope and flexibility requirements to enhance the development of architectural knowledge and, thus, firm capabilities. Originality/value - The original contribution of this paper is reflected in providing empiric and theoretic insights, which directly address the specific combinations of organizational structures that influence integration process characteristics and thus accommodate differences in knowledge types and forms. © Emerald Group Publishing Limited.

DOI10.1108/13673270610679354
CitationsScopus - 16
2005Ellis RS, Johnson LW, Gudergan SP, 'The relationship between non-queue, pre-process waiting time and service satisfaction', International Journal of Services, Technology and Management, 6 91-100 (2005) [C1]

Pre-process, non-queue waiting in service situations is examined to determine its relationship with service satisfaction, using a double disconfirmation model. Three distinct time-related constructs of waiting are utilised: actual, expected and perceived pre-process waiting time. Results of two technology-based experiments that varied actual pre-process waiting time and managed expected pre-process waiting time confirmed the waiting time disconfirmation process and demonstrated a causal effect of that process on overall service perception. Implications for technology environments such as the web are explored. Copyright © 2005 Inderscience Enterprises Ltd.

DOI10.1504/IJSTM.2005.006547
2004Gudergan SP, 'Managing technological change: A strategic partnership approach', MANAGEMENT LEARNING, 35 94-96 (2004)
Author URL
2004Gudergan SP, Ellis R, 'The effects of globalisation and technology on economic and social organisations', International Journal of the Humanities, 1 67-72 (2004) [C1]
2004Gudergan G, Gudergan SP, 'Learning to Strategise Innovation Services: The Role of System Dynamics', International Journal of Innovation and Learning, 1 227-239 (2004) [C1]
2004Bucic T, Gudergan SP, 'The impact of organizational settings on creativity and learning in alliances', Management, 7 257-273 (2004)

Data from a cross-industry sample confirm the effects of different organizational structures on dynamic capabilities in alliance settings. Our work integrates the literatures pertinent to organizational structure and the learning and creativity processes that characterize dynamic capabilities in alliances. Our results suggest that centralized structures in alliances hinder creativity and learning, and that formalization impedes learning in alliances. Supporting the arguments put forward by authors such as Burns and Stalker (1961), our results suggest that mechanistic structures in alliance teams hinder the development of dynamic capabilities, whereas organic structures are more conducive in these interorganizational settings.

CitationsScopus - 12
2001Ellis R, Gudergan SP, Johnson LW, 'Through the looking glass: an agency theoretic foundation for the satisfactory mirror', Journal of Consumer Satisfaction Dissatisfaction and Complaining Behavior, 14 120-124 (2001) [C1]
1997Gudergan SP, ''Individuals' choice behaviour in waiting situations', Academy of Marketing Studies Journal, 1 22-26 (1997) [C1]
Show 38 more journal articles
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Grants and Funding

Summary

Number of grants3
Total funding$181,073

Click on a grant title below to expand the full details for that specific grant.


20122 grants / $175,000

Economic Impact Study$135,000

Funding body: NSW Minerals Council

Funding bodyNSW Minerals Council
Project TeamProfessor Siggi Gudergan, Mr Reuben Lawrence
SchemeResearch Grant
RoleLead
Funding Start2012
Funding Finish2012
GNoG1200782
Type Of FundingGrant - Aust Non Government
Category3AFG
UONY

Technology and innovation management in high risk situations$40,000

Funding body: ARC (Australian Research Council)

Funding bodyARC (Australian Research Council)
Project TeamProfessor Tim Coltman, Professor Timothy Devinney, Dr Rajeev Sharma, Professor Siggi Gudergan, Dr Benjamin Brooks, Doctor Nidthida Lin
SchemeLinkage Projects
RoleLead
Funding Start2012
Funding Finish2012
GNoG1300319
Type Of FundingAust Competitive - Commonwealth
Category1CS
UONY

20111 grants / $6,073

Alliance & Networking Research Project$6,073

Funding body: Rikgust Pty Limited

Funding bodyRikgust Pty Limited
Project TeamProfessor Siggi Gudergan
SchemeResearch Project
RoleLead
Funding Start2011
Funding Finish2011
GNoG1100560
Type Of FundingGrant - Aust Non Government
Category3AFG
UONY
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Research Supervision

Current Supervision

CommencedResearch Title / Program / Supervisor Type
2015Exploring Sustainable Supply Chain Management Practices in Selected Manufacturing Firms in Uganda
Business Management, Faculty of Business and Law
Principal Supervisor
2014Cross-Border Insolvency: A Case for a Transaction Cost Economics Analysis
Law, Faculty of Business and Law
Co-Supervisor
2013Self-Disclosure Behaviour via Mobile Devices in Real-World Service Encounters
Business Management, Faculty of Business and Law
Co-Supervisor
2013Dynamic Capabilities and Top Management Team Cognitions
Business Management, Faculty of Business and Law
Principal Supervisor
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Professor Siggi Gudergan

Positions

Professor
Newcastle Business School
Faculty of Business and Law

DBA Supervisor
Newcastle Business School
Faculty of Business and Law

Focus area

International Business

Contact Details

Emailsiggi.gudergan@newcastle.edu.au
Phone+612 4921 5045
Fax+612 4921 6911

Office

BuildingSocial Sciences Building
LocationUniversity Drive Callaghan NSW 2308 Australia
University Drive
Callaghan, NSW 2308
Australia
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