TY - JOUR A1 - Krämer, Michael T1 - Das EuroPsychologie-Zertifikat: Ziele und Stand der Vorbereitung JF - Report Psychologie Y1 - 2012 VL - 37 IS - 2 SP - 72 EP - 72 ER - TY - JOUR A1 - Bamberg, Eva A1 - Krämer, Michael T1 - Europäisches Zertifikat in Psychologie (EuroPsy) JF - Psychologische Rundschau Y1 - 2012 VL - 63 IS - 3 SP - 181 EP - 185 ER - TY - JOUR A1 - Krämer, Michael T1 - Psychologie unter stützt die Integration JF - Report Psychologie Y1 - 2017 SN - 0344-9602 VL - 42 IS - 11/12 SP - 434 EP - 437 ER - TY - JOUR A1 - Krämer, Michael T1 - Die Einheit der Psychologie erhalten JF - Report Psychologie Y1 - 2015 SN - 0344-9602 VL - 40 IS - 9 SP - 362 EP - 364 ER - TY - JOUR A1 - Fischer, Tobias T1 - Alternative Ernährungsformen, Teil 1: Definitionen, Grundlagen und Bedeutung JF - Ernährungs Umschau Y1 - 2024 UR - https://www.ernaehrungs-umschau.de/print-artikel/15-04-2024-alternative-ernaehrungsformen/ VL - 71 IS - 4 SP - M207 EP - M217 ER - TY - JOUR A1 - Böse, Vanessa A1 - Frenser, Marius A1 - Schumacher, Melanie A1 - Fischer, Tobias T1 - Evaluation of the Scientific Quality and Usability of Digital Dietary Assessment Tools JF - Dietetics Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-179602 VL - 3 IS - 2 SP - 159 EP - 169 ER - TY - JOUR A1 - Meer, Nike A1 - Fischer, Tobias T1 - Medium-Chain Triglycerides (MCTs) for the Symptomatic Treatment of Dementia-Related Diseases: A Systematic Review JF - Journal of Nutrition and Metabolism Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:836-opus-179038 VL - 2024 SP - 1 EP - 17 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 - 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 -