@article{Fischer2022, author = {Fischer, T.}, title = {Ketogene Ern{\"a}hrung als Trenddi{\"a}t, Teil 2: Risiken, Produktangebot, Kosten und Ausblick}, series = {Ern{\"a}hrungs Umschau}, volume = {69}, journal = {Ern{\"a}hrungs Umschau}, number = {10}, pages = {S77 -- S80}, year = {2022}, language = {de} } @article{Fischer2022, author = {Fischer, T.}, title = {Ketogene Ern{\"a}hrung als Trenddi{\"a}t, Teil 1: Definition, Einsatz zur Gewichtsreduktion und bei verschiedenen Krankheiten}, series = {Ern{\"a}hrungs Umschau}, volume = {69}, journal = {Ern{\"a}hrungs Umschau}, number = {9}, pages = {S65 -- S72}, year = {2022}, language = {de} } @article{OchFischerMarquardt2022, author = {Och, U. and Fischer, T. and Marquardt, T.}, title = {Ern{\"a}hrungstherapie bei angeborenen Stoffwechselerkrankungen, Teil 4: St{\"o}rungen des Kohlenhydratstoffwechsels}, series = {Ern{\"a}hrungs Umschau}, volume = {69}, journal = {Ern{\"a}hrungs Umschau}, number = {2}, pages = {M90 -- M107}, year = {2022}, language = {de} } @book{OPUS4-15549, title = {Psychologiedidaktik und Evaluation XIV}, editor = {Kr{\"a}mer, Michael and Dutke, Stephan and Bintz, Gesa and Lindhaus, Maike}, publisher = {Shaker-Verlag}, address = {D{\"u}ren}, isbn = {978-3-8440-8788-8}, doi = {10.23668/psycharchives.8248}, publisher = {FH M{\"u}nster - University of Applied Sciences}, pages = {343}, year = {2022}, abstract = {In dem Buch werden Beitr{\"a}ge der 14. Fachtagung Psychologiedidaktik und Evaluation wiedergegeben, die 2022 in M{\"u}nster/Westf. stattfand. Der Fokus liegt auf der Aus-, Fort- und Weiterbildung in Psychologie in Schulen, Hochschulen und Praxiskontexten. Internationale und interkulturelle Aspekte werden ber{\"u}cksichtigt sowie Auswirkungen der COVID-19-Pandemie.}, language = {de} } @incollection{Kraemer2022, author = {Kr{\"a}mer, Michael}, title = {Unnachgiebig flexibel sein - Lehrende an Hochschulen zu Zeiten der COVID-19-Pandemie}, series = {Psychologiedidaktik und Evaluation XIV. Michael Kr{\"a}mer, Stephan Dutke, Gesa Bintz, Maike Lindhaus (Hrsg.)}, booktitle = {Psychologiedidaktik und Evaluation XIV. Michael Kr{\"a}mer, Stephan Dutke, Gesa Bintz, Maike Lindhaus (Hrsg.)}, publisher = {Shaker-Verlag}, address = {D{\"u}ren}, isbn = {978-3-8440-8788-8}, doi = {10.23668/psycharchives.12255}, publisher = {FH M{\"u}nster - University of Applied Sciences}, pages = {45 -- 53}, year = {2022}, abstract = {Ergebnisse einer Befragung von Lehrenden an der FH M{\"u}nster im Sommersemester 2021 zu Auswirkungen der COVID-19-Pandemie auf sie pers{\"o}nlich, ihre Lehre und gesellschaftliche Themen werden berichtet.}, language = {de} } @article{NeffeWilderomLattuch2022, 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}, volume = {40}, journal = {European Management Journal}, number = {3}, doi = {10.1016/j.emj.2021.07.007}, pages = {372 -- 383}, year = {2022}, 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{LattuchRuppert2022, author = {Lattuch, F. and Ruppert, E.}, title = {Human resources, organizational learning and due diligence: Avoiding the honeymoon hangover effect in mergers and acquisitions}, series = {Development and Learning in Organizations}, volume = {36}, journal = {Development and Learning in Organizations}, number = {3}, doi = {10.1108/DLO-07-2021-0120}, pages = {12 -- 14}, year = {2022}, abstract = {Purpose. Mergers \& acquisitions (M\&As) can be an effective way to expand into new markets or business opportunities. Yet, a considerable number of failed M\&As can be attributed to disregarded human resource (HR) concerns. In particular, an organization's leadership tends to hail the advantages of a merger or acquisition during the early stages, raising employees' expectations (honeymoon effect). Many documented failures in such corporate transactions indicate organizational members' declining satisfaction following a deal (hangover effect). Design/methodology/approach. Drawing on in-depth interviews with senior M\&A experts at a global big-four accountancy firm and focus group sessions with their respective clients, this study investigates in two cases the interplay between HR issues and M\&A transactions and infers effective risk management actions. Findings. A honeymoon hangover after a transaction may appear in organizations if HR issues are neglected. Study results provide notable implications for HR departments and HR professionals facing a merger or acquisition. These implications include (1) focusing on HR risks, (2) involving HR executives to manage the HR due diligence efforts, (3) setting up transition teams that communicate well, (4) creating policies for learning and knowledge sharing, (5) developing new competencies for the NewCo, (6) being sensitive to cultural differences and (7) considering legal aspects. Originality/value. Although M\&As have been much researched, relatively little has been written on practical managerial adaptation from a human resource perspective and its implications for organizational learning. This article helps address this imbalance by providing a people-oriented approach for effectively managing M\&As from beginning to integration. Research limitations/ implications. The two transactions studied revealed patterns that are important for successful change. However, we should not underestimate the individual perspective in M\&As. Further studies with interview data directly from stakeholders are important to analyze further the relationships between HR due diligence, organizational learning, effective knowledge transfer, and culture. Due to our research approach, we cannot claim that the results can be generalizable to all major M\&As. Further research is needed to measure the impact of the HR Due Diligence aspects outlined on M\&A success.}, language = {en} }