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Dr Ralf Wilden

Conjoint Senior Lecturer

Newcastle Business School

Career Summary

Biography

Ralf is an Associate Professor at Macquarie University. He is passionate about helping organizations deal with change. Using the dynamic capability and resource-based views of the firm, Ralf leads projects on service-oriented business models and organizational change to help organizations sense, shape and seize market opportunities and improve their strategic performance. He has an established track record in designing and managing both qualitative and quantitative research projects, including the selection of appropriate research methods (e.g., surveys, interviews); optimization of survey instruments; data analysis (using SPSS, SEM-PLS and text mining applying Leximancer); and presenting results to technical and non-technical audiences.

Ralf worked for multinational organizations in the automotive (BMW Group), telecommunications (o2 Telefónica) and consulting industries and provided consulting services to organisations such as Oxfam, ABC Commercial and Ernst & Young. He communicates his research through teaching strategic management, marketing strategy and service marketing to postgraduate and undergraduate students. Ralf's work has been recognized by several international and national associations, invitations to speak at industry conferences, and he authored journal publications in outlets such as Journal of the Academy of Marketing Science, Long Range Planning, Journal of Marketing Management and International Journal of Project Management.

Research Expertise
My research interests focus predominantly on the question of how organisations can improve performance. In order to derive and solve interesting and relevant research questions, I use core strategy literature, and the resource-based and dynamic capability views of firm strategy, in particular. I have used these lenses to investigate managerially relevant problems, such as service-dominant business models, and the impact of market sensing and reconfiguring activities on operational capabilities. I strive to advance theoretical thinking, but to also put proposed frameworks to empirical testing. In my empirical research I have integrated various data sources (surveys, interviews, and secondary data) with various techniques of quantitative analyses (e.g., partial least squares structural equation modelling and finite mixture modelling) and qualitative analyses (e.g., content analysis and text mining through Leximancer). More, recently I have also completed detailed and systematic reviews of the open innovation and service-dominant logic of marketing fields.

Teaching Expertise
Strategic Management Marketing Strategy International Strategy Market Research Marketing Foundations


Qualifications

  • PhD (Marketing), University of Technology Sydney

Keywords

  • Dynamic capability view
  • Innovation
  • Leximancer
  • Marketing strategy
  • Organisational change
  • Resource-based theory
  • Service strategy
  • Smart PLS
  • Strategic management
  • Strategic service orientation
  • Strategy

Languages

  • German (Fluent)
  • English (Fluent)

Fields of Research

Code Description Percentage
150599 Marketing not elsewhere classified 50
150399 Business and Management not elsewhere classified 50

Professional Experience

Academic appointment

Dates Title Organisation / Department
1/1/2011 -  Membership - Australian Marketing Institute Australian Marketing Institute
Australia
1/1/2011 -  Membership - American Marketing Association American Marketing Association
United States
1/1/2006 -  Membership - Australian and New Zealand Marketing Academy Australian and New Zealand Marketing Academy
Australia
1/1/2011 -  Membership - Strategic Management Society Strategic Management Society
Australia
1/1/2008 -  Membership - Academy of Management Academy of Management
Australia

Awards

Recipient

Year Award
2015 Excellence in Teaching Award for Online Postgraduate Coursework Teaching
Newcastle Business School
2015 Excellence in Teaching Award for Online Postgraduate Coursework Teaching
Newcastle Business School

Research Award

Year Award
2009 ASU CSL/Liam Glynn Research Scholarship Award for Paper
American Marketing Association

Invitations

Speaker

Year Title / Rationale
2014 TUM Business School
Organisation: Technical University of Munich
2012 International Marketing
Organisation: University of Hamburg Description: International guest lecture
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Publications

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


Chapter (3 outputs)

Year Citation Altmetrics Link
2018 Hohberger J, Wilden R, 'How corporate entrepreneurs use interfirm collaboration in the search for emerging knowledge in biotech innovation', Entrepreneurship Healthcare, Routledge, New York 168-196 (2018) [B1]
DOI 10.4324/9781315157993
2015 Wilden RMB, Devinney T, 'A Semi-Formalization of the Dynamic Capability View', The [Oxford] Handbook of Dynamic Capabilities, Oxford University Press, New York 1-20 (2015)
2013 Wilden RMB, 'Why did HP s Touchpad fail in the Consumer Market, and Amazon s Kindle Fire Succeed?', Marketing Strategy: a Lifecycle Approach, Cambridge University Press, Melbourne - (2013)

Journal article (16 outputs)

Year Citation Altmetrics Link
2020 Randhawa K, Wilden R, Gudergan S, 'How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation', Journal of Business Research, (2020)

© 2020 Elsevier Inc. Designing a business model is not a one-off process; adjustments are often required. To create such adjustments and realize business model innovation, firms r... [more]

© 2020 Elsevier Inc. Designing a business model is not a one-off process; adjustments are often required. To create such adjustments and realize business model innovation, firms require the deployment of dynamic capabilities. Yet, we know little about the role of dynamic capabilities in fostering business model innovation, particularly in SMEs. This research, designed as an in-depth longitudinal case study, investigates how an SME's market orientation and its deployment of dynamic capabilities are related to business model innovation. By developing a process framework of an SME's business model innovation from start-up to scale-up, this paper contributes to the literatures on business model (innovation), small business, and dynamic capabilities. It clarifies how an SME's market orientation, through the fitting deployment of its dynamic capabilities, drives its business model innovation. More specifically, this study characterizes market-driving, market-driven, and ambidextrous business models in the SME context, and reveals the exact dynamic capability processes necessary for transforming a business model from market-driving to market-driven, and ultimately to a model reflecting an ambidextrous market orientation. These insights outline how SMEs can deploy dynamic capabilities that align with the SME's market orientation to innovate the design and architecture of their business models.

DOI 10.1016/j.jbusres.2020.05.046
2020 Heyden MLM, Wilden R, Wise C, 'Navigating crisis from the backseat? How top managers can support radical change initiatives by middle managers', Industrial Marketing Management, 88 305-313 (2020)

© 2020 Elsevier Inc. We advance the premise that to navigate crisis, rather than reactively cutting costs by culling middle management, top managers can benefit from enabling radi... [more]

© 2020 Elsevier Inc. We advance the premise that to navigate crisis, rather than reactively cutting costs by culling middle management, top managers can benefit from enabling radical change initiatives by middle managers. Contextualizing this idea to the marketing function and the COVID-19 crisis, we ask: How can Chief Marketing Officers (CMOs) support marketing middle managers (MMMs) in initiating radical change in crisis situations? We take the position that marketing managers' distinctive functional influence on radical change is in driving product and service innovations that are new-to-the-firm. We then argue that crisis situations present an opportunity for top and middle managers to rethink assumptions about ¿who does what¿ in radical change initiatives from the marketing function, focusing on the underemphasized possibility of MMMs initiating change and CMOs implementing. Building on recent findings on ¿change role reversal¿, we unpack the notion that change initiatives may be most effective when middle managers initiate, while top managers implement. This unconventional change route would see CMOs taking a deliberate and supportive back seat in navigating crisis, while MMMs take the wheel in driving radical change initiatives. We identify duties and hurdles to a change role reversal¿ approach faced by MMMs throughout three stages of innovation-enabled radical change proposed by Burgelman (1991; variation-selection-retention) and chart corresponding roles that CMOs can play to support MMMs: advisor, judge, and guardian. Three tangible final questions addressed to CMOs guide managerial applications, while considerations outside scope are also discussed.

DOI 10.1016/j.indmarman.2020.05.024
Citations Scopus - 1
2019 Wilden R, Gudergan S, Akaka MA, Averdung A, Teichert T, 'The role of cocreation and dynamic capabilities in service provision and performance: A configurational study', Industrial Marketing Management, 78 43-57 (2019) [C1]

© 2018 Elsevier Inc. The success of a professional service firm (PSF) relies on its capabilities for leveraging relationships with clients ¿ i.e., cocreation capabilities (CCs) ¿ ... [more]

© 2018 Elsevier Inc. The success of a professional service firm (PSF) relies on its capabilities for leveraging relationships with clients ¿ i.e., cocreation capabilities (CCs) ¿ and adapting to changing environments ¿ i.e., dynamic capabilities (DCs). Previous research shows that the interaction of these two organizational capabilities and the multidimensional configuration of DCs. However, little is known about how CCs and DCs are jointly configured within PSFs and how trade-offs between these distinct capabilities relate to service provision and performance across different firms. This study explores the path dependent nature of higher- and lower- order capabilities and uses data from 279 marketing advisory firms to investigate how different configurations of higher-order CCs and DCs are associated with lower-order service provision capabilities (SPCs) and similar or different performance. We find that CCs can substitute for DCs, and that DCs and CCs can compensate for SPCs in achieving higher levels of customer-based performance. However, the same does not apply for financial performance in which CCs do not appear to overcome deficiencies in DCs and SPCs. Also, firms can have similar SPCs and experience similar financial performance while emphasizing the use of either DCs or CCs; suggesting DCs and CCs may substitute for each other.

DOI 10.1016/j.indmarman.2018.06.008
Citations Scopus - 9Web of Science - 5
2019 Wilden R, Gudergan S, Lings I, 'The interplay and growth implications of dynamic capabilities and market orientation', INDUSTRIAL MARKETING MANAGEMENT, 83 21-30 (2019)
DOI 10.1016/j.indmarman.2018.11.001
Citations Scopus - 5Web of Science - 2
2019 Wilden R, Hohberger J, Devinney TM, Lumineau F, '60 Years of March and Simon's Organizations: An Empirical Examination of its Impact and Influence on Subsequent Research', JOURNAL OF MANAGEMENT STUDIES, 56 1570-1604 (2019)
DOI 10.1111/joms.12531
Citations Scopus - 2Web of Science - 1
2019 Randhawa K, Wilden R, West J, 'Crowdsourcing without profit: the role of the seeker in open social innovation', R & D MANAGEMENT, 49 298-317 (2019)
DOI 10.1111/radm.12357
Citations Scopus - 5Web of Science - 3
2018 Wilden R, Hohberger J, Devinney TM, Lavie D, 'Revisiting James March (1991): Whither exploration and exploitation?', STRATEGIC ORGANIZATION, 16 352-369 (2018)
DOI 10.1177/1476127018765031
Citations Scopus - 28Web of Science - 17
2018 Randhawa K, Wilden R, Gudergan S, 'Open Service Innovation: The Role of Intermediary Capabilities', JOURNAL OF PRODUCT INNOVATION MANAGEMENT, 35 808-838 (2018)
DOI 10.1111/jpim.12460
Citations Scopus - 13Web of Science - 11
2017 Wilden R, Gudergan S, 'Service-dominant orientation, dynamic capabilities and firm performance', Journal of Service Theory and Practice, 27 808-832 (2017) [C1]

© 2017, © Emerald Publishing Limited. Purpose: The purpose of this paper is to investigate the effects of a firm¿s service-dominant orientation on marketing and technological capa... [more]

© 2017, © Emerald Publishing Limited. Purpose: The purpose of this paper is to investigate the effects of a firm¿s service-dominant orientation on marketing and technological capabilities, and its performance. It outlines how a service-dominant orientation offers guidance for the development and deployment of ordinary capabilities, and indirectly affects performance. Additionally, it delineates how dynamic capabilities affect the impact of a service-dominant orientation on ordinary capabilities. Design/methodology/approach: Partial least squares structural equation modeling drawing on data from 228 firms serves to assess hypotheses relating service-dominant orientation and dynamic capabilities with firm performance. Findings: The results indicate that marketing and technological capabilities fully mediate the relationship between a firm¿s service-dominant orientation and firm performance. Furthermore, the positive marginal effect of a firm¿s service-dominant orientation on its marketing capabilities increases with the firm displaying a stronger service-dominant orientation. In addition, the positive effect of service-dominant orientation on marketing capabilities reduces the more the firm deploys dynamic capabilities. Research limitations/implications: Because of the cross-sectional sample, future studies could adopt longitudinal research designs to explore the impact of a service-dominant orientation on ordinary capabilities and performance, or investigate the applicability of the findings in other contexts. Practical implications: The findings imply that implementing a service-dominant orientation can be beneficial for firms. However, because the impact of such an orientation weakens the greater a firm¿s dynamic capabilities, managers need to be mindful of this trade-off. Originality/value: The study is the first to establish a link between the dynamic capability view, originating from strategy research, and service-dominant logic, stemming from marketing thinking.

DOI 10.1108/JSTP-04-2016-0077
Citations Scopus - 22Web of Science - 14
2017 Wilden RMB, Akaka M, Karpen I, Hohberger J, 'The Evolution and Prospects of Service-Dominant Logic An Investigation of Past, Present, and Future Research', JOURNAL OF SERVICE RESEARCH, 20 345-361 (2017) [C1]
DOI 10.1177/1094670517715121
Citations Scopus - 38Web of Science - 31
2016 Randhawa K, Wilden RMB, Hohberger J, 'A Bibliometric Review of Open Innovation: Setting a Research Agenda', Journal of Product Innovation Management, 36 750-772 (2016) [C1]
DOI 10.1111/jpim.12312
Citations Scopus - 160Web of Science - 129
2016 Wilden RMB, Devinney TM, Dowling GR, 'The Architecture of Dynamic Capability Research: Identifying the Building Blocks of a Configurational Approach', The Academy of Management Annals, 10 997-1076 (2016) [C1]
DOI 10.1080/19416520.2016.1161966
Citations Scopus - 70Web of Science - 59
2015 Wilden 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, 43 181-199 (2015) [C1]
DOI 10.1007/s11747-014-0380-y
Citations Scopus - 153Web of Science - 125
2014 Biesenthal C, Wilden RMB, 'Multi-level Project Governance: Trends and Opportunities', International Journal of Project Management, 32 1291-1308 (2014) [C1]
DOI 10.1016/j.ijproman.2014.06.005
Citations Scopus - 89Web of Science - 81
2013 Wilden R, Gudergan SP, Nielsen BB, Lings I, 'Dynamic Capabilities and Performance: Strategy, Structure and Environment', LONG RANGE PLANNING, 46 72-96 (2013) [C1]
DOI 10.1016/j.lrp.2012.12.001
Citations Scopus - 210Web of Science - 168
2010 Wilden R, Gudergan SP, Lings I, 'Employer branding: Strategic implications for staff recruitment', Journal of Marketing Management, 26 56-73 (2010) [C1]
DOI 10.1080/02672570903577091
Citations Scopus - 114
Show 13 more journal articles

Conference (10 outputs)

Year Citation Altmetrics Link
2015 Maghzi A, Gudergan S, Wilden RMB, Lin N, 'Dynamic capabilities and top management cognitions', Academy of Management Proceedings, Vancouver (2015) [E3]
DOI 10.5465/AMBPP.2015.248
Co-authors Nidthida Lin
2014 Randhawa K, Wilden RMB, Hohberger J, 'Open Innovation: Content, Impact and Future Research Directions', Academy of Management Proceedings, Philadelphia (2014) [E3]
DOI 10.5465/AMBPP.2014.13088abstract
2013 Wilden RMB, Devinney T, Dowling G, 'The Evolving DNA of Dynamic Capabilities: A Scientometric Investigation', European Academy of Management, Istanbul (2013)
2013 Biesenthal C, Wilden RMB, 'Analyzing 15 Years of Project Management Research: A Systematic Review of Three Project Management Journals', European Academy of Management, Istanbul (2013)
2011 Wilden RMB, Gudergan S, Lings I, 'Performance-Relevant Attributes of Dynamic Capabilities', European Academy of Management, Tallinn (2011)
2011 Wilden RMB, Gudergan S, Lings I, 'The Impact of Opportunity Identification and Reconfiguring on Capabilities', AMA Summer Educators Conference 2011: Delivering Value in Turbulent Times, San Francisco (2011)
2010 Wilden RMB, Gudergan S, Lings I, 'Strategic Alignment: An Investigation of the Relationship between Strategic Orientation And Dynamic Capability Deployment', European Academy of Management, Rome (2010)
2009 Wilden RMB, Gudergan S, Lings I, 'The Effects of Sensing and Seizing of Market Opportunities and Reconfiguring Activities on the Organisational Resource Base', Australian and New Zealand Marketing Academy, Melbourne (2009)
2007 Wilden RMB, Gudergan S, Lings I, 'Dynamic Capabilities and Organisational Performance', Australian and New Zealand Marketing Academy, Dunedin (2007)
2006 Wilden RMB, Gudergan S, Lings I, 'Employee-Based Brand Equity', Australian and New Zealand Marketing Academy, Brisbane (2006)
Show 7 more conferences
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Grants and Funding

Summary

Number of grants 7
Total funding $70,500

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


20161 grants / $10,500

An empirical investigation of dynamic capabilities, top management team decision making and their performance implications$10,500

Funding body: Newcastle Business School - The University of Newcaslte

Funding body Newcastle Business School - The University of Newcaslte
Project Team

Wilden, R., Heyden, M.

Scheme Research Grant
Role Lead
Funding Start 2016
Funding Finish 2016
GNo
Type Of Funding Internal
Category INTE
UON N

20141 grants / $10,000

Linking Dynamic Capabilities and Open Innovation$10,000

Funding body: University of Newcastle, Newcastle Business School

Funding body University of Newcastle, Newcastle Business School
Project Team

Wilden, R.

Scheme New Staff Grant
Role Lead
Funding Start 2014
Funding Finish 2014
GNo
Type Of Funding Internal
Category INTE
UON N

20131 grants / $3,500

Reviewing Service Dominant Logic$3,500

Funding body: UTS

Funding body UTS
Scheme Marketing Discipline Group Research Grant
Role Investigator
Funding Start 2013
Funding Finish 2013
GNo
Type Of Funding External
Category EXTE
UON N

20121 grants / $3,000

Formalizing Dynamic Capabilities$3,000

Funding body: UTS

Funding body UTS
Scheme Marketing Discipline Group Research Grant
Role Investigator
Funding Start 2012
Funding Finish 2012
GNo
Type Of Funding External
Category EXTE
UON N

20111 grants / $2,000

Impact of Service Orientation on Performance$2,000

Funding body: UTS

Funding body UTS
Scheme Marketing Discipline Group Research Grant
Role Investigator
Funding Start 2011
Funding Finish 2011
GNo
Type Of Funding External
Category EXTE
UON N

20101 grants / $8,500

Service-dominant Logic and Dynamic Capabilities$8,500

Funding body: University of Technology Sydney

Funding body University of Technology Sydney
Project Team

Wilden, R.

Scheme Faculty Research Grant
Role Lead
Funding Start 2010
Funding Finish 2010
GNo
Type Of Funding Internal
Category INTE
UON N

20081 grants / $33,000

Dynamic Capabilities and Performance$33,000

Funding body: ARC (Australian Research Council)

Funding body ARC (Australian Research Council)
Scheme Linkage Projects
Role Investigator
Funding Start 2008
Funding Finish 2008
GNo
Type Of Funding External
Category EXTE
UON N
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Research Supervision

Number of supervisions

Completed3
Current2

Current Supervision

Commenced Level of Study Research Title Program Supervisor Type
2016 PhD The Use of Dynamic Capabilities by Multinational Enterprises for Global Orchestration: The Enabling Role of Organisational Structure and Culture PhD (Management), Faculty of Business and Law, The University of Newcastle Co-Supervisor
2013 PhD Open Innovation via firm-hosted user communities: A complex, social, relational practice Business Management, University of Technology Sydney Co-Supervisor

Past Supervision

Year Level of Study Research Title Program Supervisor Type
2018 PhD Dynamic Capabilities and Managerial Cognitions PhD (Management), Faculty of Business and Law, The University of Newcastle Co-Supervisor
2014 PhD Projects as arenas for pragmatic management practices: Improvisation, capabilities and change Management & Commerce, University of Technology Sydney Co-Supervisor
2012 PhD Erfolgreiches Management von Marketingagenturen im Wandel: Differenzierende Kompetenzen als strategischer Wettbewerbsvorteil Marketing, University of Hamburg Co-Supervisor
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Dr Ralf Wilden

Position

Conjoint Senior Lecturer
Newcastle Business School
Faculty of Business and Law

Contact Details

Email ralf.wilden@newcastle.edu.au
Phone (02) 8262 6416

Office

Room Syd11-17A
Location Sydney

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