Prof. Dr. Gerard Lewis
Funktionen an der Fakultät
Studiendekan für MA International Business
The chair in International Strategic Management recognises that strategy is a multi-disciplinary and holistic subject that requires specific attention to the relationships between the contexts and structures of business organisations. Thus, where possible, I take a systems view of strategy in order to capture the organisational complexity and dynamics.
The development and management of strategy in an international context is under the influence of globalisation which manifests itself as two main dynamic forces; (1) technological development and (2) the removal of national borders. Thus developments in communications, transportation, infrastructure, trade blocks, and multilateral trade agreements have been primarily responsible for the shift of personal, professional, social, economic and ecological relationships from a local scale to a global scale.
This change in the business context from local to global has significant strategic implications for technology and product development, the competition for resources and customers, the development of capabilities, the optimisation of supply/value chains and the building of networks. These are the central issues in contemporary international strategy which I try to address in my research and teaching.
My approach to the disciplines of strategy development and strategic management reflects a clear distinction I make according to the following areas:
Strategic Analysis (the application of strategy concepts in order to understand the firm and its context)
Strategy Creation (invention, innovation, creativity and inspiration in strategy – doing something different, the essence of strategy)
Strategy Formulation (strategic planning, budgeting, value analysis, the application of generic strategies if appropriate)
Strategy Implementation (doing it! strategic decision making, management practice, organisational change, structures, processes, operations, action plans)
My experience shows that strategy teaching and research tends to concentrate on analysis and formulation, at the expense of creation and implementation. There is also a tendency to base formulation on analysis at the expense of creation. Creation is important because it is THE basis for competitive advantage. Simply moving from analysis to formulation generally results in a me-too/copy-cat strategy. In essence, good strategy is not about playing a superior game, but about changing the rules.
Professor Gerard J. Lewis
PhD, MBA, BSc, DipEM, CDipAF
Gerard J. Lewis is Professor of International Strategic Management at the Faculty of Business Administration, University of Applied Sciences in Dresden, Germany. He received a BSc. in Physics from the University of Bristol in 1983, and an MBA and PhD from the Manchester Business School in 1991 and 1998 respectively. He joined the faculty at Dresden in 1998.
Lewis teaches at the Bachelor, Master, Doctorate and Executive levels. He has over 15 years of international business experience in the chemical, power generation, machinery and healthcare industries; living and working in Germany, The Netherlands, Switzerland and The UK. In addition, Lewis has extensive business experience in USA, Asia and The EU. Lewis is actively involved in the business community and has worked with numerous organisations on research and consulting projects.
Lewis’s research interests focus on three main areas: (1) the application of systems theory and ideas to strategy development and management, (2) the relationship between strategic contexts and strategic choice and (3) the strategic implications of corporate responsibility. Recent research has focussed on strategic decision making within SMEs in the textile and food industries in Germany, and the effects of technology on supply chains in the music industry. Lewis has published in leading journals such as, Journal of Management Studies, International Journal of Operations and Production Management, Journal of Marketing Communications, and Business Strategy and the Environment.
My teaching philosophy is to combine academic excellence and practical experience through the use of blended learning. This means the teaching emphasis is on student directed learning and problem centred learning through the extensive use of projects and case studies. Faculty directed lectures form the basis for delivery of discipline centred theory and concepts which students apply during project and case study work.
Subject Areas Taught
Prof. Lewis teaches undergraduate, postgraduate, doctoral, post experience and executive courses in the following subject areas:
- Business Strategy
- Corporate Strategy
- Resource Based Strategy
- International Business Strategy
- Strategic Business Context
- Corporate Responsibility
- Business Ethics
All module materials are currently available on Bildungsportal Sachsen.
Modules currently offered at the University of Applied Sciences (FH) Dresden
|Degree Programme||Winter Semester||Summer Semester|
|International Business, Bachelor of Arts||International Business Strategy I Corporate Responsibility||International Business Strategy II Competitive Strategy|
|International Business, Master of Arts||Corporate Strategy Business Ethics||Resource Based Strategy Strategic Issues in International Business|
|Business Studies, Bachelor of Arts||International Business|
|Management in Mittelständische Unternehmen, Master of Arts||International Management||Resources and Decision-making in Strategy|
|Business Engineering, Bachelor of Engineering|
|Business Engineering, Master of Engineering||Resources and Decision-making in Strategy|
Philosophy and Programme
Research activities bring together three major academic disciplines which in combination with each other form the basis for the research programme. The outputs from research inform and support teaching wherever possible.
Current areas of specific research interest include:
· strategic decision making processes,
· perceived environmental uncertainty,
· environmental management,
· industry clustering
· scenario development
· business models
· resources and capabilities
· viable systems
Strategic Decision Making Involving 'Green' Issues in Small and Medium Sized Enterprises (SMEs).
How can small and medium sized enterprises (SMEs) integrate the natural environment into their business strategy? This question is important because green issues have strategic importance for business organisations, green issues are under researched, and current management practice is believed to be inappropriate for managing such issues. This research focuses on answering the question by studying how senior executives in SMEs in Saxony, Germany (a) perceive uncertainty in the natural environment and (b) make strategic decisions involving green issues. The research uses questionnaires and interviews for data collection. Both research instruments are grounded in two main constructs; 'perceived environmental uncertainty' and 'rationality in strategic decision making'. The findings are expected to highlight a number of barriers to the integration of green issues into strategic decision making. The practical results and implications of the research will be shared with executives through a series of workshops, feedback reports and presentations.
01.10.2001 to 11.07.2003
German Ministry for Education and Research, €85,266
Supply Chain Management in the Music Industry Across the Internet
Traditionally, the power and control of the supply chain is very much in the hands of the record company. They are in control of much of the distribution and also supplier selection (recording artist). In the past, this was (and still is to a large extent) primarily based on the quality of the music, past reputation and contract fee (price). The artist is very much under the control of the record company for promotion, merchandise and the distribution of CD’s and digital cassettes. With the introduction of the internet this situation is about to change. The research focuses on understanding the nature of the impact of ICT on the music supply chain and uses this understanding to develop an e-learning environment and e-learning material to assist SMEs and creative artists to develop business opportunities in the resulting new environment.
01.03.2001 to 29.02.2004
Leonardo da Vinci - €63,573
Paywalls and the Future of Regional News Media: a Comparison between Britain and Germany
Local news content on the internet has been supplied for free. But did this free internet phase theoretically end on 6 August 2009 when Rupert Murdoch announced that his London newspapers were about to start charging access to their websites? The aim of the research is to (1) highlight the impact of paywalls on local news supply, (2) identify paywall influence on local community democracy, public service journalism and plurality in the UK and Germany, and (3) to contribute to intellectual knowledge on local/regional news media operations.
01.06.2010 to 31.05.2011
British Academy - €6,600
Books and Manuscripts
Creative Destruction: Transformation in the Music Industry. Huddersfield, Beyond Labels Press, 2004, pp. 189. (with G. Graham, G, Hardaker, M. Lewis)
Integrating the ‘green’ environment into business strategy. PhD Dissertation. The Manchester Business School, England, UK. 1998, pp. 303.
A project based approach to learning and doing ‘International Business Strategy, in Teaching with Team Projects in Higher Education, J. Whatley and C. Nerantzi (eds,), Informing Science Press, 2016.
Responsibility, Sustaiability and Moral Judgement in International Business: A Review and Critique, in Ethik im Mittelstand, I. Gestring et al, Springer Gabler, Wiesbaden, 2016.
Strategiefindung unter Unsicherheit in KMUs, in Managementkompetenzen im Mittelstand, A-K Haubold et al, Springer Gabler, Wiesbaden, 2014.
Internet Crisis Potential: The Importance of a Strategic Approach to Marketing Communications, Journal of Marketing Communications, Vol. 13, No. 3, September 2007, pp. 213-228. (with T. Conway, M. Ward, A. Bernhardt)
Die Auswirkungen von Inhaltdigitalisierung auf das Musikeinzelhandelsgeschäft. Berichte und Informationen, HTW Dresden. 2, 2006, pp. 56-67. (with A. Kühn)
Strategische Entscheidungsfindung bei Umweltfragen in kleinen und mittelständischen Unternehmen, Wissenschaftliche Schriftreihe Management, Eipos and der TU Dresden. 1, 2006, pp. 25-50. (with E. Schubert and S. Rattei)
„Krisenkommunikation im Zeitalter des Cyberspace.“ Berichte und Informationen, HTW Dresden. 2, 2005. pp. 118-124. (with A. Bernhardt)
„Segmentierung und Marketing in Neuen Märkten: Das Beispiel des E-music Marktes.“ Berichte und Informationen, HTW Dresden. 2, 2005. pp. 125-131. (with D. Sommer)
"Analytische Untersuchung der Wahrnehmung bei Entshceidungsträgern hinsichtlich Umwelt und Unfeld." Zeitschrift für angewandte Umweltforschung. 17 (1). pp. 92-109, 2005. (with S. Rattei and E. Schubert)
“Evaluating the Impact of the Internet on Barriers to Entry in the Music Industry.” Supply Chain Management: An International Journal. 10 (5), 2005. pp. 349-356. (with G. Graham and G. Hardaker)
"The Transformation of the Music Industry Supply Chain: A Major Label Perspective." International Journal of Operations and Production Management, 24 (11), 2004, pp. 1087-1103. (with G. Graham, B. Burns and J. Langer)
"Uncertainty and Equivocality in the Commercial and Natural Environments: The Implications for Organisational Design." Corporate Social Responsibility and Environmental Management. 11, 2004, pp. 167-177.
"Die Musikindustrie im Wandel - Eine Untersuchung der Auswerkungen auf unabhängige Musiker in Deutschland. Berichte und Informationen, HTW Dresden. 1, 2004, pp. 60-69. (with C. Haase)
"Untersuchung zur strategische Entscheidungsfindung in kleinen und mittleren Unternehmen." Berichte und Informationen, HTW Dresden. 1, 2004, pp. 71-83. (with E. Schubert)
"Wahrgenommene Umweltunsicherheit in der Ernahrungswirtschaft." Journal für Betriebswirtschaft. 53 (3), 2003, pp. 92-103. (with E. Müllner)
"Measurement of Environmental Performance: An Application of Ashby’s law." Systems Research and Behavioural Science. 20, 2003, pp. 31-52. (with N. Stewart)
"Perceived environmental uncertainty: The Extension of Miller’s Scale to the Natural Environment." Journal of Management Studies. 38 (2), March 2001, pp. 201-233. (with B. Harvey)
"A Cybernetic View of Environmental Management: The Implications for Business Organisations." Business Strategy and the Environment, 6 (5), November 1997, pp. 264-275.
"Uncertainty and Equivocality in the Commercial and Natural Environments: The Implications for Organisational Design." Conference Proceedings of the 2003 Corporate Social Responsibility and Environmental Management Conference.. The University of Leeds, UK 30 June - 1 July, 2003, pp. 231-241
"Environmental perceptions and strategic decision making: a comparison of the British and German Textile Industries." Conference Proceedings of the 2002 Business Strategy and Environment Conference. The University of Manchester, UK 16-17 September, 2002, pp. 175-185. (with E. Schubert)
"Perceived environmental uncertainty in the food industry - an empirical study along the supply chain." Conference Proceedings of the 2002 Business Strategy and Environment Conference. The University of Manchester, UK16-17 September, 2002, pp. 237-245. (with E. Müllner and E. Schubert)
"An examination of the degree of rationality in ‘green’ strategic decisions." Conference Proceedings of the 2002 Business Strategy and Environment Conference. The University of Manchester, UK. 16-17 September, 2002, pp. 318-327. (with S. Rattei and E. Schubert)
"Understanding how concerns for the natural environment are integrated into practical strategic decision making: an application of Ashby’s law." In: Castell, A.M., et al. (eds.) Synergy matters: working with systems in the 21st century, London, Kluwer Academic / Plenum Publishers, 1999, pp. 223-228. (with N. Stewart)
"Sustainability and Viability." In: Stowell, F. A. et. al. (eds.) Systems for Sustainability: People, Organisations and Environments. London, Plenum Press, 1997, pp. 97-102. (with N. Stewart)
"A Cybernetic View of Environmental Management." Conference Proceedings of the 1996 Business Strategy and the Environment Conference, The University of Leeds, UK., 19-20 September, 1996, pp. 125-130.
Working papers, articles and other publications
“The Importance of Managing Crisis Communication Potential in Cyberspace.” University of Salford working paper No. 504/05, 2005, pp. 23. (with T. Conway, M. Ward and A. Bernhardt)
"Perceived environmental uncertainty (PEU): the development and testing of a green PEU instrument." Manchester Business School Working Paper, No. 398, 1999, pp. 1-40. (with B. Harvey)
"A Cybernetic View of Environmental Management: The Implications for Business Organisations." International Sustainable Development Research Network Bulletin. 2, December 1996, p. 2.
36 corporate (non-public domain) publications between 1984 and 1995 in the form of Consulting Reports, Research Reports, Technical Memoranda, Case Studies, Posters and Videos.
Students are encouraged to present their potential areas of interest for dissertations. Ideally the topic under consideration should lie within Prof. Lewis’s fields of teaching and research interest.
Prof. Lewis will consider dissertation supervision in the following areas:
Resource Based Strategy,
Culture and Management,
Scenario Analysis & Management,
Organisational behaviour / design
Dean of Studies
International Business, Master degree programme
Faculty Boards & Committees
Member of Examinations Committee
'Erasmus' Departmental Co-ordinator
University of Salford, England
University of West of Scotland, Scotland
Gediminas Technical University, Vilnius, Latvia
EPHEC Brussels, Belgium
Comenius University, Bratislava, Slovakia
Ostrava, Czech Republic
University of Applied Sciences, North West Switzerland
University of Applied Sciences and Arts, Western Switzerland
Jiliang University, Hangzhou, China
University of Shanghai, China
Taiyuan University, China
University of Wroclaw (Breslau), Poland
Siam University, Bangkok, Thailand