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  - 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  - 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.
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  - 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  - 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  - 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  -