@inproceedings{BernholdWiesweg2021,
  author    = {Bernhold, Torben and Wiesweg, Niklas},
  title     = {The use of Key Performance Indicators in Real Estate Management - A stocktaking along the CREM maturity level},
  series = {Research Papers EuroFM, The 20th EuroFM Research Symposium / Jylh{\"a} Tuuli (ed.)},
  booktitle = {Research Papers EuroFM, The 20th EuroFM Research Symposium / Jylh{\"a} Tuuli (ed.)},
  publisher = {EuroFM},
  address   = {The Hague},
  organization    = {EuroFM},
  pages     = {63 -- 71},
  year      = {2021},
  language  = {en}
}
@incollection{BernholdWiesweg2022,
  author    = {Bernhold, Torben and Wiesweg, Niklas},
  title     = {Principal Agent Theory: Perspectives and Practices for effective workplace solutions},
  series = {A Handbook of Management Theories and Models for Office Environments and Services / Rianne Appel-Meulenbroek, Vitalija Danivska (Eds.)},
  booktitle = {A Handbook of Management Theories and Models for Office Environments and Services / Rianne Appel-Meulenbroek, Vitalija Danivska (Eds.)},
  publisher = {Routledge},
  address   = {Oxon, New York},
  isbn      = {978-0-367-65287-6},
  doi       = {10.4324/9781003128786},
  publisher      = {FH M{\"u}nster - University of Applied Sciences},
  pages     = {117 -- 128},
  year      = {2022},
  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{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},
  journal   = {Development and Learning in Organizations},
  doi       = {10.1108/DLO-07-2021-0120},
  pages     = {in press},
  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}
}
@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}
}
@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}
}
@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{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}
}
@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}
}