@article{BernholdLattuchRiemenschneider2014,
  author    = {Bernhold, T. and Lattuch, F. and Riemenschneider, F.},
  title     = {Success dimensions for major real estate projects: The case of stadium development},
  series = {Baltic Journal of Real Estate Economics and Construction Management},
  volume    = {2},
  journal   = {Baltic Journal of Real Estate Economics and Construction Management},
  pages     = {23 -- 29},
  year      = {2014},
  language  = {en}
}
@article{LattuchPechWeigert2013,
  author    = {Lattuch, F. and Pech, R. and Weigert, J.},
  title     = {Market and technology drivers: Shaping the innovation strategy},
  series = {Journal of Business Strategy},
  volume    = {34},
  journal   = {Journal of Business Strategy},
  number    = {2},
  pages     = {4 -- 11},
  year      = {2013},
  language  = {en}
}
@article{LattuchWeigert2013,
  author    = {Lattuch, F. and Weigert, M.},
  title     = {Trugschl{\"u}sse im Change Management: Warum Unternehmenstransformationen so h{\"a}ufig scheitern},
  series = {Der Betriebswirt},
  volume    = {54},
  journal   = {Der Betriebswirt},
  number    = {4},
  pages     = {10 -- 15},
  year      = {2013},
  language  = {de}
}
@article{LattuchYoung2011,
  author    = {Lattuch, F. and Young, S.},
  title     = {Young professionals perceptions toward organizational change},
  series = {Leadership and Organization Development Journal},
  volume    = {32},
  journal   = {Leadership and Organization Development Journal},
  number    = {6},
  pages     = {605 -- 627},
  year      = {2011},
  language  = {mul}
}
@article{PiroosNeffeLattuch2018,
  author    = {Piroos, A. and Neffe, C. and Lattuch, F.},
  title     = {The way we work: Linking market orientation with internal workplace solutions},
  series = {Human Resource Management},
  volume    = {26},
  journal   = {Human Resource Management},
  number    = {3},
  pages     = {41 -- 44},
  year      = {2018},
  language  = {en}
}
@article{NeffeLattuch2018,
  author    = {Neffe, C. and Lattuch, F.},
  title     = {Behavior of successful family and non-family executives in German family firms},
  series = {Academy of Management Proceedings},
  volume    = {2018},
  journal   = {Academy of Management Proceedings},
  number    = {1},
  year      = {2018},
  language  = {en}
}
@article{Lattuch2019,
  author    = {Lattuch, F.},
  title     = {Family firm innovation strategy: contradictions and tradition},
  series = {Journal of Business Strategy},
  volume    = {40},
  journal   = {Journal of Business Strategy},
  number    = {3},
  doi       = {10.1108/JBS-03-2018-0046},
  pages     = {36 -- 42},
  year      = {2019},
  language  = {mul}
}
@article{LattuchDankert2018,
  author    = {Lattuch, F. and Dankert, P.},
  title     = {The glue that holds an organization together: Building organizational vision with top-management teams},
  series = {Development and Learning in Organizations},
  volume    = {32},
  journal   = {Development and Learning in Organizations},
  number    = {6},
  pages     = {1 -- 4},
  year      = {2018},
  language  = {en}
}
@article{Lattuch2020,
  author    = {Lattuch, F.},
  title     = {Sustaining family-firm innovation through value and process principles},
  series = {Journal of Business Strategy},
  journal   = {Journal of Business Strategy},
  number    = {4},
  edition   = {41},
  doi       = {https://doi.org/10.1108/JBS-03-2019-0049},
  pages     = {39 -- 45},
  year      = {2020},
  abstract  = {Purpose. Organization renewal through innovation represents a difficult managerial challenge in family firms. Our research reveals a framework for sustaining innovation capabilities through a perspective of value and process principles. Design/methodology/approach. We examined findings from consulting projects in high performing family firms and literature from the areas of family firm strategy and leadership. Findings. We describe how combining patterns of innovative organizations with patterns of high-performing family firms can help leaders to sustain innovation. This study indicates that a value- and process-driven perspective is important for effective innovation. In particular, the four value principles are continuity-, community-, connection- and command-related factors (4C's). The four process principles, in turn, are profession-, project-, product- and purchaser-related factors (4P's). Originality/value. This paper is part of a wider study of innovative German family firms initiated in 2012. Our 4C's and 4P's framework suggests a practical means to better implement innovation by reconciling the firm's innovation strategy, leadership behavior and organizational learning.},
  language  = {en}
}
@article{LindLattuch2021,
  author    = {Lind, S. C. and Lattuch, F.},
  title     = {M\&As in family firms: keeping trust in the equation},
  series = {Journal of Business Strategy},
  volume    = {42},
  journal   = {Journal of Business Strategy},
  number    = {3},
  doi       = {10.1108/JBS-01-2020-0009},
  pages     = {188 -- 195},
  year      = {2021},
  abstract  = {Purpose. Experience suggests that a loss of trust may occur on both sides of the merger and acquisition (M\&A) equation - acquirer and acquiree - though the latter is more generally considered the most affected. The purpose of this paper is to explore how a loss of trust during the M\&A process in family firms can be avoided. An acquisition potentially triggers a loss of trust in the workplace and, as a result, a loss of productivity thereby causing the merged business to totter. Moreover, trust in a firm's owner tends to be a key driver in merging family firms. Design/methodology/approach. The authors investigated an expanding German family firm that recently acquired other family firms. They conducted in-depth interviews on all hierarchical levels in both the acquiring and the acquired firm. These cases are taken from a wider study of acquiring family firms completed in 2019. Findings. Value congruence, integrity and openness are found to enhance trust during M\&As, in particular, if the new owner of a merged enterprise is also a family entrepreneur. Under certain circumstances, the trust of employees in the acquired firm's previous owner can be transferred to the new owner. Originality/value. This study explores how specific circumstances of family firms impacts organizational trust in M\&A processes. The developed framework helps family firms to use characteristics of their specific nature as an asset to maintain their employees' organizational trust before, during and even after M\&As.},
  language  = {en}
}