TY - JOUR A1 - Neffe, C. A1 - Wilderom, C.P.M. A1 - Lattuch, F. T1 - Family firm performance through transformational CEO leadership and familiness-related team forces JF - Leadership & Organization Development Journal N2 - 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-à-vis firm performance. Theoretical and practical implications of these findings are discussed. KW - Executive Leadership, employee behaviors, Team-oriented leadership Y1 - 2024 SN - 0143-7739 VL - 45 IS - im Erscheinen SP - . EP - .. ER - TY - JOUR A1 - Dedden, A. A1 - Lattuch, F. A1 - Wilderom, C. P. M. T1 - Effectively changing intra-organizational behaviors for environmental performance JF - Academy of Management Proceedings N2 - 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. Y1 - 2023 VL - 1 IS - 1 ER - TY - JOUR A1 - Lattuch, F. A1 - Schlicht, C. A1 - Dankert, P. T1 - Shaping the organizational learning strategy through customer journey mapping: Insights from shopping mall operators JF - Development and Learning in Organizations Y1 - 2023 U6 - http://dx.doi.org/10.1108/DLO-09-2022-0176 SN - 1477-7282 VL - 37 IS - 6 SP - 8 EP - 11 ER - TY - JOUR A1 - Wiesweg, Niklas A1 - Schäpers, Philipp A1 - Bernhold, Torben A1 - Hartmann, Timo T1 - On the challenges of inter-organisational data in real estate: The role of knowledge sharin JF - Engineering, Construction and Architectural Management KW - Knowledge management KW - Strategic management Y1 - 2022 U6 - http://dx.doi.org/10.1108/ECAM-12-2021-1081 SN - 0969-9988 VL - 2022 ER - TY - JOUR A1 - Lind, S. C. A1 - Lattuch, F. T1 - Trust, leadership and conflict: The impact of HR practices during family firm M&As JF - Strategic HR Review N2 - 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. Y1 - 2022 U6 - http://dx.doi.org/10.1108/SHR-09-2021-0044 VL - 20 IS - 6 SP - 221 EP - 225 ER - TY - JOUR A1 - Neffe, C. A1 - Wilderom, C. P. M. A1 - Lattuch, F. T1 - Emotionally intelligent top management and high family firm performance: Evidence from Germany JF - European Management Journal N2 - 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. Y1 - 2022 U6 - http://dx.doi.org/10.1016/j.emj.2021.07.007 VL - 40 IS - 3 SP - 372 EP - 383 ER - TY - JOUR A1 - Lattuch, F. A1 - Ruppert, E. T1 - Human resources, organizational learning and due diligence: Avoiding the honeymoon hangover effect in mergers and acquisitions JF - Development and Learning in Organizations N2 - 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. Y1 - 2022 U6 - http://dx.doi.org/10.1108/DLO-07-2021-0120 VL - 36 IS - 3 SP - 12 EP - 14 ER - TY - JOUR A1 - Lind, S. C. A1 - Lattuch, F. T1 - M&As in family firms: keeping trust in the equation JF - Journal of Business Strategy N2 - 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. KW - Trust, Change, Values, Family Firms, Merger, Acquisition Y1 - 2021 U6 - http://dx.doi.org/10.1108/JBS-01-2020-0009 VL - 42 IS - 3 SP - 188 EP - 195 ER - TY - JOUR A1 - Lattuch, F. T1 - Building innovation capabilities through human resources practices JF - Strategic HR Review N2 - 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. Y1 - 2021 U6 - http://dx.doi.org/10.1108/SHR-05-2021-0021 VL - 20 IS - 5 SP - 162 EP - 167 ER - TY - JOUR A1 - Neffe, C. A1 - Wilderom, C. P. M. A1 - Lattuch, F. T1 - Leader behaviour of family and non-family executives in German family firms JF - Management Research Review N2 - Purpose. Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ. Design/methodology/approach. Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples. Findings. More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership. Originality/value. Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed. KW - Family roles, family firms, leadership, organizational behavior, qualitative research, entrepreneurship, executive, non-family Y1 - 2020 U6 - http://dx.doi.org/10.1108/MRR-12-2018-0468 VL - 43 IS - 7 SP - 885 EP - 907 ER - TY - JOUR A1 - Lattuch, F. A1 - Hickey, R. B. T1 - From intention to action: An organizational learning case of implementing Building Information Modeling JF - Development and Learning in Organizations N2 - Purpose. The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change. Design/methodology/approach. By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations. Findings. The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development. Originality/value. The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action. Y1 - 2020 UR - https://www.researchgate.net/publication/336513491_From_intention_to_action_An_organizational_learning_case_of_implementing_Building_Information_Modeling U6 - http://dx.doi.org/10.1108/DLO-05-2019-0114 VL - 34 IS - 4 SP - 1 EP - 4 ER - TY - JOUR A1 - Neffe, C. A1 - Wilderom, C. P. M. A1 - Lattuch, F. T1 - Family-Firm Transformational Leadership, Familiness, and Performance JF - Academy of Management Proceedings N2 - Familiness is considered one of the most valuable assets of family firms. But how familiness-related forces at the top management level of family firms may work their way into positive firm performance has not been addressed empirically before. The present field study couples upper-echelon theory with team-leadership theory and examines the effects of the transformational leadership style (TFL) of family- based CEOs in top management team (TMT) processes and on firm performance. Survey measures were gathered from 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data, including objective firm-performance indicators of the 72 German family firms they led. Support was obtained for a four-path mediation model, in which three distinct familiness-related team forces (TMT cohesion, behavioral integration, and efficacy) serve as mediators between CEO TFL and family-firm performance in a series. With our model we focus on the under- researched area of familiness vis-à-vis family-firm performance. Theoretical and practical implications of the findings are discussed, and suggestions are offered for new avenues of family-firm familiness inquiry. Y1 - 2020 UR - https://journals.aom.org/doi/10.5465/AMBPP.2020.13125abstract U6 - http://dx.doi.org/10.5465/AMBPP.2020.13125abstract VL - 2020 IS - 1 SP - . EP - . ER - TY - JOUR A1 - Lattuch, F. T1 - Family firm innovation strategy: contradictions and tradition JF - Journal of Business Strategy Y1 - 2019 U6 - http://dx.doi.org/10.1108/JBS-03-2018-0046 VL - 40 IS - 3 SP - 36 EP - 42 ER - TY - JOUR A1 - Neffe, Carolin A1 - Wilderom, Celeste P. M. A1 - Lattuch, Frank T1 - Is German family firm performance affected by CEO and TMT behavior and emotional intelligence? JF - Academy of Management Proceedings Y1 - 2019 VL - 2019 IS - 1 ER - TY - JOUR A1 - Lattuch, F. T1 - Sustaining family-firm innovation through value and process principles JF - Journal of Business Strategy N2 - 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. Y1 - 2019 U6 - http://dx.doi.org/https://doi.org/10.1108/JBS-03-2019-0049 IS - 4 SP - 39 EP - 45 ET - 41 ER - TY - JOUR A1 - Piroos, A. A1 - Neffe, C. A1 - Lattuch, F. T1 - The way we work: Linking market orientation with internal workplace solutions JF - Human Resource Management Y1 - 2018 VL - 26 IS - 3 SP - 41 EP - 44 ER - TY - JOUR A1 - Neffe, C. A1 - Lattuch, F. T1 - Behavior of successful family and non-family executives in German family firms JF - Academy of Management Proceedings Y1 - 2018 VL - 2018 IS - 1 ER - TY - JOUR A1 - Lattuch, F. A1 - Dankert, P. T1 - The glue that holds an organization together: Building organizational vision with top-management teams JF - Development and Learning in Organizations Y1 - 2018 VL - 32 IS - 6 SP - 1 EP - 4 ER - TY - JOUR A1 - BERNHOLD, T. T1 - Die Brücke zwischen CREM und FM JF - Der Facility Manager Y1 - 2018 SN - 0947-0026 IS - 9, Jahrgang 25 SP - 8 EP - 9 ER - TY - JOUR A1 - BERNHOLD, T. T1 - Beschaffungsmanagement im FM JF - Der Facility Manager Y1 - 2016 SN - 0947-0026 IS - 9, Jahrgang 23 SP - S. 16 EP - 19 ER - TY - JOUR A1 - BERNHOLD, T. T1 - Strategische Überlegungen zu einem wertsteigernden Facility Management JF - Immobilienwirtschaft Y1 - 2014 IS - 12/2014 SP - 42 EP - 44 ER - TY - JOUR A1 - BERNHOLD, T. A1 - LATTUCH, F. A1 - RIEMENSCHNEIDER, F. T1 - Success Dimensions for Major Real Estate Projects: The Case of Stadium Development JF - Baltic Journal of Real Estate Economics and Construction Management Y1 - 2014 IS - 2 SP - 23 EP - 29 ER - TY - JOUR A1 - Bernhold, T. A1 - Lattuch, F. A1 - Riemenschneider, F. T1 - Success dimensions for major real estate projects: The case of stadium development JF - Baltic Journal of Real Estate Economics and Construction Management Y1 - 2014 VL - 2 SP - 23 EP - 29 ER - TY - JOUR A1 - Lattuch, F. A1 - Pech, R. A1 - Weigert, J. T1 - Market and technology drivers: Shaping the innovation strategy JF - Journal of Business Strategy Y1 - 2013 VL - 34 IS - 2 SP - 4 EP - 11 ER - TY - JOUR A1 - Lattuch, F. A1 - Weigert, M. T1 - Trugschlüsse im Change Management: Warum Unternehmenstransformationen so häufig scheitern JF - Der Betriebswirt Y1 - 2013 VL - 54 IS - 4 SP - 10 EP - 15 ER - TY - JOUR A1 - BECKER, J. A1 - BERNHOLD, T. A1 - BEVERUNGEN, D. A1 - KALING, N. A1 - KNACKSTEDT, R. A1 - LELLEK, V. A1 - RAUER, H. T1 - Construction of Productivity Models - A Tool-Supported Approach in the Area of Facility Management JF - Enterprise Modelling and Information Systems Architectures Y1 - 2012 IS - Vol. 7, No. 1 SP - 28 EP - 43 ER - TY - JOUR A1 - Lattuch, F. A1 - Young, S. T1 - Young professionals perceptions toward organizational change JF - Leadership and Organization Development Journal Y1 - 2011 VL - 32 IS - 6 SP - 605 EP - 627 ER - TY - JOUR A1 - BERNHOLD, T. T1 - Überlegt bündeln JF - der gemeinderat Y1 - 2010 VL - 53 IS - 04 SP - 22 EP - 23 ER - TY - JOUR A1 - BERNHOLD, T. A1 - MAY, M. T1 - FM-Assist: Tastendruck statt Berater? JF - Immobilien Zeitung Y1 - 2009 IS - 37 ER - TY - JOUR A1 - KANNING, U. P. A1 - VOGLER, S. A1 - BERNHOLD, T. A1 - GELLENBECK, K. T1 - Determinants of the implementation of facility management in German communes JF - Facilities Y1 - 2008 VL - 26 IS - 09/10 SP - 418 EP - 425 ER - TY - JOUR A1 - BERNHOLD, T. A1 - BÖLTER, G. A1 - BÜTTNER, B. A1 - HERMANN, T. A1 - MAY, M. A1 - RIEMENSCHNEIDER, F. T1 - Wissenschaftliches Modell zur FM-Einführung JF - Facility Manager; Ausgabe Juli/August Y1 - 2008 ER - TY - JOUR A1 - BERNHOLD, T. A1 - GELLENBECK, K. A1 - RIEMENSCHNEIDER, F. T1 - Aspekte und Potenziale im Benchmarking öffentlicher Immobilien JF - vhw Forum Wohneigentum - Schwerpunkt Public Real Estate Management (PREM) Y1 - 2007 IS - 02 SP - 88 EP - 92 ER - TY - JOUR A1 - BERNHOLD, T. A1 - RIEMENSCHNEIDER, F. A1 - GELLENBECK, K. A1 - NITZSCHE, F. A1 - VOGLER, S. A1 - KANNING, U. P. A1 - SCHLOCKERMANN, B. T1 - Fehlendes Know-how und Akzeptanz-Probleme - Beim kommunalen Gebäudemanagement und bei Public Private Partnerships gibt es noch viel zu tun JF - Facility Manager Y1 - 2006 IS - 11 SP - 40 EP - 43 ER - TY - JOUR A1 - BERNHOLD, T. A1 - RIEMENSCHNEIDER, F. A1 - GELLENBECK, K. T1 - Facility Management - Aufbruch in eine neue Zeit JF - Mensch, Architektur& Design Y1 - 2006 SP - 48 EP - 49 ER - TY - JOUR A1 - BERNHOLD, T. A1 - MOHR, R. A1 - NITZSCHE, F. A1 - RIEMENSCHNEIDER, F. T1 - Ganzheitliche Ergebnisorientierung bei Ausschreibungen für Erfolg nutzen JF - Allgemeine Bauzeitung Y1 - 2005 IS - 05 ER -