TY - CHAP A1 - Lattuch, F. A1 - Seifert, A. T1 - Insights from change management consulting: Linking the hard and soft side of change with heuristics T2 - Albach, H., Meffert, H., Pinkwart, A., Reichwald, R., Management of permanent change Y1 - 2015 SN - 978-3-658-05013-9 PB - Springer 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 - 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 - CHAP A1 - Lattuch, F. A1 - Seifert, A. A1 - Weigert, M. T1 - Determinanten effektiver Implementierung von Shared Services: Eine personalwirtschaftliche Perspektive T2 - Lohrmann, M., Rau, T., Riedel, A., Shared Services und Business Process Outsourcing: Umsetzung, Herausforderungen und aktuelle Trends Y1 - 2015 SN - 3527507604 PB - Wiley 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 - 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 - 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 -