@article{NeffeWilderomLattuch2024,
  author    = {Neffe, C. and Wilderom, C.P.M. and Lattuch, F.},
  title     = {Family firm performance through transformational CEO leadership and familiness-related team forces},
  series = {Leadership \& Organization Development Journal},
  volume    = {45},
  journal   = {Leadership \& Organization Development Journal},
  number    = {im Erscheinen},
  pages     = {. -- ..},
  year      = {2024},
  abstract  = {Purpose. The purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational leadership style of CEOs on their respective top-management team (TMT) and firm performance when viewed through a familiness lens. Design/methodology/approach. Survey measures were taken from a snowballed sample of 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data with objective performance indicators of the firms they led. Findings. Support was obtained for the three hypothesized team-force mediations and the four-path mediation model. The relationship between CEO's transformational style and high family-firm performance is found to be serially mediated by TMT cohesion, behavioral integration and efficacy. Together, these three types of collective forces are assumed to be the familiness effect of a family-member CEO with a transformational leadership style. Originality. With our model we quantitatively tested familiness-type forces vis-{\`a}-vis firm performance. Theoretical and practical implications of these findings are discussed.},
  language  = {en}
}
@article{DeddenLattuchWilderom2023,
  author    = {Dedden, A. and Lattuch, F. and Wilderom, C. P. M.},
  title     = {Effectively changing intra-organizational behaviors for environmental performance},
  series = {Academy of Management Proceedings},
  volume    = {1},
  journal   = {Academy of Management Proceedings},
  number    = {1},
  year      = {2023},
  abstract  = {Despite a broadly shared belief by most organizational members that their own organization's environmental performance should be improved, they frequently struggle to do so. Securing the required behavioral changes within their organization has frequently been identified as one of the crucial challenges encountered. Hence, there is an urgent need for actionable insights into how to develop and sustain these behavioral change processes. To this end, we systematically reviewed and compared research evidence of how intra-organizational behavior for environmental performance improvements develops over time. This review shows that extensive and long-lasting outcomes are achieved when environmental performance improving activities are advocated, role-modelled and endorsed by top and line managers. Shifts in social norms appear strongly associated with extensive and long-lasting behavioral changes, especially when they are broadly shared and embedded in a pro-environmental organizational culture. Initial evidence points towards the importance of role models throughout the organization in developing such a culture. Pro-environmental behavioral changes may be effectively instigated and sustained by: setting goals; providing instructions; facilitating desired behavior through redesigning organizational practices and procedures; and rewarding achieved outcomes. Furthermore, positive performance feedback catalyzes pro-environmental behavioral changes and employee participation in developing new practices and procedures is strongly associated with long-lasting environmental performance improvements. Heightened awareness of current environmental performance and an increase in specific knowledge of activities for environmental performance improvement appear to predict behavioral change. Initial evidence suggests that positive attitudes towards non-green aspects of improving environmental performance are crucial predictors of long-lasting and extensive pro-environmental behavioral changes.},
  language  = {en}
}
@article{Bernhold2023,
  author    = {Bernhold, Torben},
  title     = {Warum wir zufriedene (interne) Kunden haben m{\"u}ssen},
  series = {Der Facility Manager},
  volume    = {30},
  journal   = {Der Facility Manager},
  number    = {1/2},
  issn      = {0947-0026},
  pages     = {18 -- 21},
  year      = {2023},
  language  = {de}
}
@article{LattuchSchlichtDankert2023,
  author    = {Lattuch, F. and Schlicht, C. and Dankert, P.},
  title     = {Shaping the organizational learning strategy through customer journey mapping: Insights from shopping mall operators},
  series = {Development and Learning in Organizations},
  volume    = {37},
  journal   = {Development and Learning in Organizations},
  issn      = {1477-7282},
  pages     = {in press},
  year      = {2023},
  language  = {en}
}
@article{WieswegSchaepersBernholdetal.2022,
  author    = {Wiesweg, Niklas and Sch{\"a}pers, Philipp and Bernhold, Torben and Hartmann, Timo},
  title     = {On the challenges of inter-organisational data in real estate: The role of knowledge sharin},
  series = {Engineering, Construction and Architectural Management},
  volume    = {2022},
  journal   = {Engineering, Construction and Architectural Management},
  issn      = {0969-9988},
  doi       = {10.1108/ECAM-12-2021-1081},
  year      = {2022},
  language  = {en}
}
@inproceedings{BernholdWieswegLoehmeretal.2022,
  author    = {Bernhold, Torben and Wiesweg, Niklas and L{\"o}hmer, Thomas and Lill, Susanne},
  title     = {Beyond Satisfaction - Internal Service Barometer for measuring customer satisfaction},
  series = {The 21st EuroFM Research Symposium. Ed. Tuuli Jylh{\"a}, Vitalija Danivska},
  booktitle = {The 21st EuroFM Research Symposium. Ed. Tuuli Jylh{\"a}, Vitalija Danivska},
  publisher = {Delft University of Technology - Breda University of Applied Sciences},
  address   = {Breda},
  organization    = {Delft University of Technology - Breda University of Applied Sciences},
  doi       = {10.4233/uuid:7001767d-0ba1-4aca-abd2-613ccb2f7456},
  pages     = {36 -- 46},
  year      = {2022},
  language  = {en}
}
@inproceedings{CleverSchattoEckrodtCleveretal.2021,
  author    = {Clever, Lena and Schatto-Eckrodt, Tim and Clever, Nico and Frischlich, Lena},
  title     = {Extremism on the Second Glance: Automated Content Analysis of Covert Propaganda on Instagram},
  series = {Proceedings of the The 3rd Multidisciplinary International Symposium on Disinformation in Open Online Media},
  booktitle = {Proceedings of the The 3rd Multidisciplinary International Symposium on Disinformation in Open Online Media},
  address   = {Oxford, United Kingdom},
  year      = {2021},
  language  = {en}
}
@article{LindLattuch2022,
  author    = {Lind, S. C. and Lattuch, F.},
  title     = {Trust, leadership and conflict: The impact of HR practices during family firm M\&As},
  series = {Strategic HR Review},
  volume    = {21},
  journal   = {Strategic HR Review},
  doi       = {10.1108/SHR-09-2021-0044},
  pages     = {in press},
  year      = {2022},
  abstract  = {Purpose. Strong leadership can be success-critical in M\&As. The purpose of this study is to present what HR practice can offer if such leadership is absent and puts the success of the merger or acquisition at risk. Design/methodology/approach. Drawing on a recent merger, this paper clarifies the interplay between trust, leadership, and conflict. Findings. HR can take an active role in supporting top management during major organizational change by (a) avoiding a leadership vacuum, (b) effectively communicating promises by the new owner, and (c) offering support in inter-familial conflicts during the integration phase. Originality/value. Supporting a smooth exit for the target owner, assisting the owning family in their communication activities, and taking conflicts within the family seriously, all help to effectively merge two family firms.},
  language  = {en}
}
@article{NeffeWilderomLattuch2021,
  author    = {Neffe, C. and Wilderom, C. P. M. and Lattuch, F.},
  title     = {Emotionally intelligent top management and high family firm performance: Evidence from Germany},
  series = {European Management Journal},
  journal   = {European Management Journal},
  doi       = {10.1016/j.emj.2021.07.007},
  pages     = {in press},
  year      = {2021},
  abstract  = {Executives in family firms are often confronted with emotionally loaded issues, in part due to the need to include the interests of the owning family. Given this context, we hypothesize how high family-firm performance is affected by the emotional intelligence (EI) of a family-based CEO and top-management team (TMT), in addition to the CEO's transformational leadership (TFL) and TMT's behavioral integration. Survey measures were taken from a random sample of 72 CEOs of German family firms and 245 members of their TMTs. We found that TMT behavioral integration mediates between CEO TFL and objective firm performance while CEO EI is significantly related to both CEO TFL and TMT EI. Implications are discussed for future research thereby suggesting an extension to upper-echelon theory.},
  language  = {en}
}
@article{Lattuch2022,
  author    = {Lattuch, F.},
  title     = {Building innovation capabilities through human resources practices},
  series = {Strategic HR Review},
  journal   = {Strategic HR Review},
  doi       = {10.1108/SHR-05-2021-0021},
  pages     = {in press -- .},
  year      = {2022},
  abstract  = {Purpose. Considering the distressingly low rate of success in introducing radical new products, the purpose of this paper is to reinforce the importance of taking human resources beyond administrative activity leading to stronger innovation performance and the greater use of its people. In particular, this paper highlights three persistent fallacies in human resource practices: need for creativity; efficiency of bottom-up efforts; and monetary incentives for product innovations and to learn from innovative organizations about how to deal with these fallacies. Design/methodology/approach. This paper details the correlation between culture, confidence, support mechanisms through HR, and innovation by reviewing innovation cases in high-performing organizations. Findings Problem definition, pragmatism and leadership represent critical innovation determinants. As a strategic partner HR can offer support to tackle the three described fallacies of product innovations. Originality/value. This paper suggests a practical means for helping HR professionals to better understand how some simple organizational rules can effectively build innovation capabilities.},
  language  = {de}
}