Research with impact
Am Liebsten unter vier Augen
June 2012 ESMT faculty members Jan U. Hagen and Zhike Lei explore how managers and employees in German companies actually deal with errors and surveyed 360 executives on the topic. In their article titled “In private,” they interpret the results, which include insights such as the unwillingness of employees to correct their bosses, the desire for errors to be discussed privately, and the fact that, in general, women are more open to discuss mistakes.
Doing better at doing good
April 25, 2012 CB Bhattacharya, E.ON Chair in Corporate Responsibility and dean of international relations, takes a closer look at the growing popularity of Corporate Social Responsibility (CSR) and the need for such initiatives within the Gulf States. He uses examples to deconstruct CSR value and to show that CSR initiatives can actually create business value.
Case Study: Minimal change can be the best option: Why Berlin snack bar resisted change
May 1, 2012 ESMT Program Director Urs Müller, together with Veit Etzold, breaks down a case study on a Berlin icon: Konnopke’s Imbiss. Internationally known for its spicy sausages, the snack bar faced a great challenge in 2010 when construction work to the nearby subway station meant that the sausage stand should change locations. Going against conventional marketing wisdom, the Konnopke's owner decided to rebuild exactly as before—with success.
Usain Bolt and the peril when your status rises too highJuly 26, 2012 In the run-up to the Olympics, Matthew S. Bothner, Deutsche Telekom Chair in HR Development, took a closer look at Usain Bolt. He describes the perils of high status and uses his current research as the basis for the article. What can be done in the business world to stave off decline when status hits the heights? Using vivid examples, Bothner recommends strategic redeployment, redefining the reference points, and remaining humble.
August 2012 The manager magazin article “Who still wants to lead?” includes current research by ESMT professor Konstantin Korotov, director of the Center for Leadership Development Research. In the first step to identify reasons why talented managers do not want to take on larger leadership roles, Konstantin Korotov and Laura Guillén surveyed 900 executives. They found that the most popular reason for not wanting to lead was simply that people did not want to take on the responsibility or deal with internal intrigues, followed by the wish for a better work–life balance.
Bringing technology to market
August 6, 2012 This article describes new way in which business schools are teaching in the area of business-to-business marketing of high-tech products and services. It highlights ESMT’s “technology track” within its full-time and executive MBA programs.
The Family Secret That Makes German Companies So Successful
August 14, 2012 Dean of Executive Education Olaf Plötner examines the success of family- and foundation-owned businesses in Germany. He takes special note of the advantages these companies have by being able to plan long-term.
September 3, 2012 In his editorial “Integration going astray,” Jörg Rocholl, president of ESMT, demonstrates that Europe is further from having a single financial market than just a few years ago. He examines the growing risks as German banks invest less and less abroad.