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  - CHAP
A1  - Siemen, Christian
A1  - Clever, Nico
A1  - Barann, Benjamin
A1  - Becker, Jörg
T1  - Requirements Elicitation for an Inter-organizational Business Intelligence System for Small and Medium Retail Enterprises
T2  - Proceedings of the 20th IEEE International Conference on Business Informatics (CBI) 2018
Y1  - 2018
SP  - 129
EP  - 138
CY  - Vienna, Austria
ER  - 
TY  - CHAP
A1  - Shitkova, Maria
A1  - Holler, Justus
A1  - Heide, Tobias
A1  - Clever, Nico
A1  - Becker, Jörg
T1  - Towards Usability Guidelines for Mobile Websites and Applications
T2  - Proceedings of the 12. Internationale Tagung Wirtschaftsinformatik
Y1  - 2015
SP  - 1603
EP  - 1617
CY  - Osnabrück, Germany
ER  - 
TY  - CHAP
A1  - Shitkova, Maria
A1  - Clever, Nico
A1  - Holler, Justus
A1  - Becker, Jörg
T1  - Towards Increased Comparability of Business Process Models — Design, Implementation and Evaluation of Semantic Standardization Functionality
T2  - Proceedings of the 17th IEEE International Conference on Business Informatics (CBI) 2015
Y1  - 2015
SP  - 143
EP  - 150
CY  - Lisbon, Portugal
ER  - 
TY  - CHAP
A1  - RIEMENSCHNEIDER, F.
A1  - NITZSCHE, F.
A1  - BERNHOLD, T.
T1  - ) FM-gerechte PPP-Ausschreibungen unter Berücksichtigung eines ganzheitlichen Betriebskonzepts
T2  - MEYER-HOFMANN, B., RIEMENSCHNEIDER, F. & WEIHRAUCH, O. (Hrsg.) Public Private Partnership: Gestaltung von Leistungsbeschreibung, Finanzierung, Ausschreibung und Verträgen in der Praxis
Y1  - 2005
SP  - 35
EP  - 110
PB  - Carl Heymanns Verlag
CY  - Köln; Berlin; München
ER  - 
TY  - GEN
A1  - RIEMENSCHNEIDER, F.
A1  - Nitzsche, F.
A1  - BERNHOLD, T.
T1  - Betreiberkonzept, Präsentation für den Bau- und Liegenschaftsbetrieb Nordrhein-Westfalen, Düsseldorf
Y1  - 2008
ER  - 
TY  - BOOK
A1  - RIEMENSCHNEIDER, F.
A1  - BERNHOLD, T.
A1  - NITZSCHE, F.
A1  - ALTEKÖSTER, A.
T1  - Leistungsverbünde des Handwerks im Rahmen von FM-gerechten Planung und Bauen unter Berücksichtigung der entsprechenden Schnittstellen und Visualisierung des Prozesses; Forschungsbericht
Y1  - 2008
PB  - Institut für Logistik und Facility Management
CY  - Münster
ER  - 
TY  - GEN
A1  - RIEMENSCHNEIDER, F.
A1  - BERNHOLD, T.
A1  - NITZSCHE, F.
T1  - Wissenschaftlicher Kommentar in Bezug auf Wirtschaftlichkeitsuntersuchungen in ÖPP-Projekten vom 26.-27.04.2007. Speyerer ÖPP-Tage
Y1  - 2007
ER  - 
TY  - GEN
A1  - RIEMENSCHNEIDER, F.
A1  - BERNHOLD, T.
T1  - Leistungsverbünde des Handwerks im Rahmen von FM gerechten Planen und Bauen unter Berücksichtigung der entsprechen-den Schnittstellen und Visualisierung des Prozesses; Münster, Ahlen, Fachhochschule Münster (www.isfm.de)
Y1  - 2006
ER  - 
TY  - GEN
A1  - RIEMENSCHNEIDER, F.
A1  - BERNHOLD, T.
T1  - Die unternehmerische Führungsaufgabe: Strategisches Facility Management,  Langfristige Wertschöpfung braucht Strategie, Präsentation im Rahmen eines Management-Circle Intensivseminars, November
Y1  - 2009
ER  - 
TY  - GEN
A1  - RIEMENSCHNEIDER, F.
A1  - BERNHOLD, T.
T1  - Die unternehmerische Führungsaufgabe: Strategisches Facility Management, Langfristige Wertschöpfung braucht Strategie, Präsentation im Rahmen eines Management-Circle Intensivseminars, März
Y1  - 2009
ER  - 
TY  - CHAP
A1  - PLATNER, V.
A1  - KOERS, J.
A1  - BERNHOLD, T.
T1  - FM im Gesundheitswesen - Status quo und weitere Entwicklung
T2  - BERNHOLD, T.; MAY, M.; MEHLIS, J.; Handbuch Facility Management: Grundlagen, Arbeitsfelder, Wissensmanagement: 45. Ergänzungslieferung
Y1  - 2015
SP  - 1
EP  - 32
PB  - ecomed SICHERHEIT
CY  - Heidelberg, München, Landsberg, Frechen, Hamburg
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  - CHAP
A1  - Neffe, Carolin
A1  - Wilderom, Celeste P. M.
A1  - Lattuch, Frank
T1  - Family-Firm Transformational Leadership, Familiness and Performance: A Four-Path Mediation Model
T2  - Family Enterprise Research Conference
N2  - An important strength of family firms is the familiness of these firms. We examined how the transformational leadership style could strengthen firms’ performance levels through familiness. In this cross-sectional field study, survey measures were obtained from family CEOs of 72 German family firms, and the members of their non-family-based TMTs (245 TMT members). 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. It is argued here that positive familiness results from a specific leadership style.
Y1  - 2019
PB  - Family Enterprise Research Conference
CY  - Burlington, Vermont, USA
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  - 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  - 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  - 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  - 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  - BOOK
A1  - MAY, M.
A1  - BERNHOLD, T.
A1  - RIEMENSCHNEIDER, F.
T1  - Abschlussbericht des Forschungsprojektes FM-ASSIST- Rechnergestütztes Assistenzsystem für komplexe Entscheidungsprozesse im  Facility Management
Y1  - 2009
CY  - Berlin/Ahlen/Münster
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.
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  - 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  - 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  - 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  - 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  - 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  - 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  - 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  - 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.
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  - CHAP
A1  - KOERS, J.
A1  - BERNHOLD, T.
A1  - JUNKER, C.
T1  - Umsetzung des Referenzmodells am Beispiel der Integralen Planung
T2  - BECKER, J.; BERNHOLD, T.; KNACKSTEDT, R.; MATZNER, M.; Planung koordinierter Wertschöpfungspartnerschaften
Y1  - 2017
SN  - 978-3-662-55361-9
SP  - 293
EP  - 318
PB  - Berlin : Springer Berlin - Springer Gabler
CY  - Berlin
ET  - 1. Auflage
ER  - 
TY  - CHAP
A1  - KOERS, J.
A1  - BERNHOLD, T.
A1  - GÜNTHER, N.
T1  - Referenzmodellierung Integraler Planung
T2  - BECKER, J.; BERNHOLD, T.; KNACKSTEDT, R.; MATZNER, M.; Planung koordinierter Wertschöpfungspartnerschaften
Y1  - 2017
SN  - 978-3-662-55361-9
SP  - 283
EP  - 292
PB  - Berlin : Springer Berlin - Springer Gabler
CY  - Berlin
ET  - 1. Auflage
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  - CHAP
A1  - Heidekrüger, Robert
A1  - Heuchert, Markus
A1  - Clever, Nico
A1  - Becker, Jörg
T1  - Konstruktion eines Omni-Channel-Frameworks für Sales & Service in KMU in der B2B-Telekommunikationsindustrie
T2  - Digital Customer Experience — Mit digitalen Diensten Kunden gewinnen und halten / Hrsg. S. Robra-Bissantz, C. Lattemann
Y1  - 2019
SN  - 978-3-658-22541-4
U6  - http://dx.doi.org/10.1007/978-3-658-22542-1
SP  - 39
EP  - 52
PB  - Springer Vieweg
CY  - Wiesbaden
ER  - 
TY  - CHAP
A1  - Heidekrüger, Robert
A1  - Heuchert, Markus
A1  - Clever, Nico
A1  - Becker, Jörg
T1  - Towards an Omni-Channel Framework for SME Sales and Service in the B2B Telecommunications Industry
T2  - Proceedings of the Multikonferenz Wirtschaftsinformatik (MKWI 2018)
Y1  - 2018
SP  - 386
EP  - 397
CY  - Lüneburg, Deutschland
ER  - 
TY  - BOOK
A1  - GELLENBECK, K.
ED  - BERNHOLD, T.
T1  - 360 Grad Report: Projektbericht zur Untersuchungen des Umsetzungsstandes des Facility Management im kommunalen Umfeld
Y1  - 2008
SN  - 978-3-00-026240-1
VL  - 1
CY  - Ahlen
ER  - 
TY  - BOOK
A1  - GEISSLER, S.
A1  - GROß, M.
A1  - KEILER, S.
A1  - NEUMANN, G.
A1  - OELINGER, A.
A1  - BERNHOLD, T.
A1  - SCHUSTER, B.
A1  - DAMMER, K.
T1  - Lebenszykluskosten Prognosemodell - Immobilien-Datenbank Analysen zur Ableitung lebenszyklusorientierter Investitionsentscheidungen. Bundesministerium für Verkehr, Innovation und Technologie
Y1  - 2010
CY  - Wien
ER  - 
TY  - CHAP
A1  - Clever, Nico
A1  - Holler, Justus
A1  - Shitkova, Maria
A1  - Becker, Jörg
T1  - Towards Auto-Suggested Process Modeling — Prototypical Development of an Auto-Suggest Component for Process Modeling Tools
T2  - Proceedings of the 5th International Workshop on Enterprise Modelling and Information Systems Architectures (EMISA 2013)
Y1  - 2013
SP  - 133
EP  - 145
CY  - St. Gallen, Schweiz
ER  - 
TY  - CHAP
A1  - Clever, Nico
A1  - Holler, Justus
A1  - Püster, Johannes
A1  - Shitkova, Maria
T1  - Growing Trees — A Versioning Approach for Business Process Models based on Graph Theory
T2  - Proceedings of the European Conference on Information Systems (ECIS) 2013
Y1  - 2013
SP  - 157
CY  - Utrecht University, Netherlands
ER  - 
TY  - BOOK
A1  - Clever, Nico
T1  - icebricks — Konstruktion und Anwendung eines Prozessmodellierungswerkzeugs
Y1  - 2016
SN  - 978-3-8325-4346-4
PB  - Logos
CY  - Berlin
ER  - 
TY  - CHAP
A1  - Clever, Nico
T1  - Modellierung von Prozessen in hybriden Wertschöpfungsnetzwerken mit icebricks
T2  - Planung koordinierter Wertschöpfungspartnerschaften — Der Cooperation Experience-Ansatz / Hrsg. J. Becker, T. Bernhold, R. Knackstedt, M. Matzner
Y1  - 2017
SN  - 978-3-662-55361-9
U6  - http://dx.doi.org/10.1007/978-3-662-55362-6
SP  - 161
EP  - 177
PB  - Springer
CY  - Heidelberg
ER  - 
TY  - CHAP
A1  - Clever, Lena
A1  - Schatto-Eckrodt, Tim
A1  - Clever, Nico
A1  - Frischlich, Lena
T1  - Extremism on the Second Glance: Automated Content Analysis of Covert Propaganda on Instagram
T2  - Proceedings of the The 3rd Multidisciplinary International Symposium on Disinformation in Open Online Media
Y1  - 2021
CY  - Oxford, United Kingdom
ER  - 
TY  - CHAP
A1  - Bernhold, Torben
A1  - Wiesweg, Niklas
A1  - Löhmer, Thomas
A1  - Lill, Susanne
T1  - Beyond Satisfaction - Internal Service Barometer for measuring customer satisfaction
T2  - The 21st EuroFM Research Symposium. Ed. Tuuli Jylhä, Vitalija Danivska
KW  - Structural equation
KW  - Internal service barometer
KW  - Customer satisfaction
KW  - Facility Services
Y1  - 2022
U6  - http://dx.doi.org/10.4233/uuid:7001767d-0ba1-4aca-abd2-613ccb2f7456
SP  - 36
EP  - 46
PB  - Delft University of Technology - Breda University of Applied Sciences
CY  - Breda
ER  - 
TY  - CHAP
A1  - Bernhold, Torben
A1  - Wiesweg, Niklas
ED  - Jylhä, Tuuli
T1  - Creating a Holistic Real Estate Comprehension
T2  - The 19th EuroFM Research Symposium
KW  - Facility Management
KW  - Corporate Real Estate Management
Y1  - 2020
UR  - https://eurofm.org/2020/06/03/19th-eurofm-research-symposium-proceedings-of-the-research-papers/
SN  - 978-90-90333-13-7
SP  - 7
EP  - 14
PB  - EuroFM
CY  - The Hague
ER  - 
TY  - CHAP
A1  - Bernhold, Torben
A1  - Wiesweg, Niklas
T1  - The use of Key Performance Indicators in Real Estate Management - A stocktaking along the CREM maturity level
T2  - Research Papers EuroFM, The 20th EuroFM Research Symposium / Jylhä  Tuuli (ed.)
KW  - Corporate Real Estate Management
KW  - Maturity Model
KW  - Key Performance Indicator
Y1  - 2021
SP  - 63
EP  - 71
PB  - EuroFM
CY  - The Hague
ER  - 
TY  - CHAP
A1  - Bernhold, Torben
A1  - Wiesweg, Niklas
T1  - Principal Agent Theory: Perspectives and Practices for effective workplace solutions
T2  - A Handbook of Management Theories and Models for Office Environments and Services / Rianne Appel-Meulenbroek, Vitalija Danivska (Eds.)
KW  - Corporate Real Estate Management
KW  - Workplace Management
KW  - Principal-Agent-Theory
Y1  - 2022
SN  - 978-0-367-65287-6
U6  - http://dx.doi.org/10.4324/9781003128786
SP  - 117
EP  - 128
PB  - Routledge
CY  - Oxon, New York
ER  - 
TY  - CHAP
A1  - Bernhold, Torben
A1  - Schlicht, Christian
A1  - Lellek, Vanessa
ED  - Tucker, Matthew
T1  - Become an Outperformer! – Measurement of added value
T2  - Research Paper for the 18th EuroFM Research Symposium
KW  - Facility Management
Y1  - 2019
SN  - 978-94-90694-10-4
SP  - 44
EP  - 56
PB  - EuroFM
CY  - Schiphol-Rijk
ER  - 
TY  - GEN
A1  - Bernhold, Torben
T1  - Kollaboration vs. Kontrolle - Neue Wege im Supplier Relationship Management
KW  - Supplier Relationship Management
KW  - Transaktionskostentheorie
Y1  - 2020
ER  -