Research Cluster B – Corporate Resilience Lab

Abt. V: Lehrstuhl für Controlling

How can firms develop their capabilities to cope with unforeseen and threatening events and developments and to create new competencies out of it, which make them even more competitive?

Research Cluster B – Corporate Resilience Lab

Central Research Topics

  • Resilience Management
  • Leadership in Risk Management
  • Risk Control
  • Risk Governance
  • Risk Culture
  • Risk Communication

Corporate Resilience Framework

Corporate Resilience Framework

Current Projects

Leadership is of utmost importance to cope effectively with existential threats, whether these threats are extraordinary events or insidious developments. The Corporate Resilience Lab investigates the instruments, processes, and capabilities that enable an organization to become robust in the face of such events and developments.

Since making a firm more resilient and increasing the efficiency of a firm are partly conflicting objectives, in this project, we make the relationships between these objectives transparent, e.g., by qualitative research. We conceptually integrate the resilience and efficiency objectives of a firm into processes and instruments to foster long-term value creation.

The focus of this project is on risk culture assessment and on developing management controls to foster the development of risk culture in organizations. The study develops a conceptual framework of risk culture and explores risk culture practices and, in particular, risk culture controls based on qualitative research.

Storytelling has a particular potential in communicating issues that are not in line with individuals’ expectations. Against this background and using experimental research, the project analyzes the potential of storytelling in risk communication.

Contributing Scholars

For more information on the Research Cluster Corporate Resilience Lab contact:

Selected Publications

Pedell, B./Renzl, B. (2021), Purpose und Resilienz, in: Controlling, 33. Jg., 2021 (S), S. 120-125.

Kampmann, A. (2021), The Role of Storytelling for Communication in Risk Management: A Conceptual and Experimental Study, Baden-Baden.

Grieser, F. (2021), Kennzeichnung, Erfassung und Steuerung von Risikokultur, Baden-Baden.

Bantleon, U./d'Arcy, A./Eulerich, M./Hucke, A./Pedell, B./Ratzinger-Sakel/N. (2020), Coordination challenges in implementing the Three Lines of Defense model, in: International Journal of Auditing, Special Issue 2020, pp. 1-16

Nickel, J./Pedell, B. (2020). Integration von ressourcenorientiertem Kosten- und Resilienzmanagement - Identifikation von Maßnahmen und Analyse ihrer Wechselwirkungen, in: Controlling, Vol. 32, 2020 (5), pp. 50-57

Pedell, B. (2017), Resilienz und Controlling: Wie Controller die "Stehaufmännchen"-Qualitäten ihrer Unternehmen stärken können, in: Controlling, Vol. 29., Special Issue, pp. 64-68

Grieser, F./Kampmann, A./Pedell, B. (2017), Risikokultur als Resilienztreiber: Erfassung, Kommunikation und Prüfung, in: Controlling, Vol. 29, 2017 (3), pp. 4-13

Pedell, B. (2014), Führung im Umgang mit schwerwiegenden Risiken – Strategien für die Verbesserung der Resilienz von Unternehmen, in: Controlling, Vol. 26, 2014 (11), pp. 608-615.

Pedell, B./Seidenschwarz, W. (2011), Resilienzmanagement, in: Controlling, Vol. 23, 2011 (3), pp. 152-158

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