This is a picture of ESMT books and working papers

Publications

ESMT Berlin publishes in international academic journals, which are first-class in their respective fields. Research also provides cutting-edge and profound insights for the business community as well as the classroom through managerial publications and case studies. This rare integration of research and practice makes ESMT Berlin an outstanding location for generating relevant and ground-breaking knowledge.

Journal Article

The semiformal organization

Organization Science 25 (5): 1306–1324
Susan Biancani, Daniel A. McFarland, Linus Dahlander (2014)
Abstract:
Subject(s): Entrepreneurship, Technology, R&D management
Keyword(s): social networks; organizational form; organizational structure; innovation; network analysis; sociology of science

This paper draws attention to a new dimension of organization, the semiformal organization, and it reveals how the allocation of different membership forms can render knowledge-intensive organizations more flexible and exploratory in their knowledge creation efforts without sacrificing the functions stably enacted via the formal organization. Most knowledge-intensive organizations seek to create new spaces for collaborations through formally prescribed departments and divisions or through serendipitous, emergent, informal associations (i.e., the formal and informal organization). However, organizations also strategically manage what we call the “semiformal organization” to guide the creation of new work relations and encourage innovation. These secondary memberships are organizationally sponsored and directly related to the organizations’ core research functions, but they are voluntarily joined. As such, they are distinct from formal and informal memberships. On the basis of extensive longitudinal analyses of research initiatives at Stanford University, we find that the semiformal organization provides a compelling channel through which organizations can shape employees’ collaborations and overall productivity.

© 2014 INFORMS

Volume 25
Issue 5
Pages 1306–1324

Journal Article

Zooming in while zooming out: How a consumption context animates a macrofocus investigation and stimulates new opportunities for theoretical insights

Advances in Consumer Research 42: 255–259
Katja H. Brunk, Benjamin J. Hartmann (2014)
Abstract:
Subject(s): Marketing
Keyword(s): Theory development, unit of analysis, consumer acculturation, nostalgia, consumption culture
JEL Code(s): M31
Volume 42
Pages 255–259

Journal Article

Staatsverschuldung: Privilegien des Staates auf dem Prüfstand [Sovereign debt: Analyzing state's privileges]

Wirtschaftsdienst 94 (8): 560–563
Thiess Büttner, Kai Konrad, Jörg Rocholl (2014)
Abstract:
Subject(s): Economics, politics and business environment
Keyword(s): Economic policy, labor economics, macroeconomics/monetary economics, social policy, European integration
JEL Code(s): E58, G38, H63
Volume 94
Issue 8
Pages 560–563

Journal Article

Engendered access or engendered care? Evidence from a major Indian hospital

Economic and Political Weekly 49 (25): 47–53
Rajshri Jayaraman, Debraj Ray, Shing-Yi Wang (2014)
Abstract:
Subject(s): Economics, politics and business environment, Health and environment
Volume 49
Issue 25
Pages 47–53

Journal Article

Error management: Not just a wing and a prayer

EFMD Global Focus 8 (2): 52–55
Jan U. Hagen (2014)
Abstract:
Subject(s): Human resources management/organizational behavior
Keyword(s): Error management, leadership
Volume 8
Issue 2
Pages 52–55

Journal Article

Market definition in two-sided markets: Theory and practice

Journal of Competition Law and Economics 10 (2): 293–339
Lapo Filistrucchi, Damien Geradin, Eric van Damme, Pauline Affeldt (2014)
Abstract:
Subject(s): Economics, politics and business environment
JEL Code(s): L40, L50, K21
Volume 10
Issue 2
Pages 293–339

Journal Article

Ein Stresstest für das europäische Bankensystem [A stress test for the European banking system]

Die Bank 6: 14–17
Viral V. Acharya, Sascha Steffen (2014)
Abstract:
Subject(s): Finance, accounting and corporate governance
Issue 6
Pages 14–17

Journal Article

Focusing on teams in crisis management education: An integration and simulation-based approach

Academy of Management Learning and Education 13 (2): 208–221
Mary Waller, Zhike Lei, Robert Pratten (2014)
Abstract:
Subject(s): Human resources management/organizational behavior
Keyword(s): error management, teams

Crisis management teams occupy central roles in many normative models of crisis management; however, management education generally address neither the nature of such teams nor the capabilities necessary for these teams to be effective. To help address this situation, in this paper we integrate information from phase-based crisis management models with team dynamics theories, and suggest which team capabilities play key roles for crisis management teams as they face emergent crises. Using this integration, we then explore simulation-based training as a means to teach and assess crisis management team capabilities. We describe the design, development and implementation of a simulation for crisis teams, and discuss future applications of simulation-based training for crisis management education.

With permission of the Academy of Management

Volume 13
Issue 2
Pages 208–221

Journal Article

Open to suggestions: How organizations elicit suggestions through proactive and reactive attention

Research Policy 43 (5): 812–827
Linus Dahlander, Henning Piezunka (2014)
Abstract:
Subject(s): Technology, R&D management
Keyword(s): Open innovation, attention, suggestions, ideation, openness, user innovation, success bias, social media

This paper analyzes organizations’ attempts to entice external contributors to submit suggestions for future organizational action. While earlier work has elaborated on the advantages of leveraging the knowledge of external contributors, our findings show that organizational attempts to attract such involvement are more likely to wither or die. We develop arguments about what increases the likelihood of getting suggestions from externals in the future, namely through (1) proactive attention (submitting internally developed suggestions to externals to stimulate debate); and (2) reactive attention (paying attention to suggestions from externals to signal they are being listened to), particularly when those suggestions are submitted by newcomers. Findings from an analysis of about 24,000 initiatives by organizations to involve external contributors suggest these actions are crucial for receiving suggestions from external contributors. Our results are contingent upon the stage of the initiative because organizations’ actions exert more influence in initiatives that lack a history of prior suggestions. Our work has implications for scholars of open innovation because it highlights the importance of considering failures as well successes: focusing exclusively on initiatives that reach a certain stage can lead to partial or erroneous conclusions about why some organizations engage external contributors while others fail.

With permission of Elsevier

Volume 43
Issue 5
Pages 812–827

Journal Article

The past, present, and future of strategy: Broadening challenges; advancing insight

Iberoamerican Journal of Strategic Management 13 (3): 8–18
Abstract:
Subject(s): Strategy and general management
Keyword(s): Strategic management, strategy Evolution.
Volume 13
Issue 3
Pages 8–18

Journal Article

Designing luxury experience

The European Business Review May/June: 46–50
Vadim Grigorian, Francine Espinoza Petersen (2014)
Abstract:
Subject(s): Marketing
Issue May/June
Pages 46–50

Journal Article

The distribution of partnerships benefits: Evidence from co-authorships in economics journals

Research Policy 43 (6): 1002–1013
Abstract:
Subject(s): Strategy and general management, Technology, R&D management
Keyword(s): Co-authorship, academic partnership, joint research, joint publication, asymmetric authorship, benefits sharing

Partnerships can be found in many areas of social and economic life. These arrangements have become particularly common in research and development activities where organizations increasingly look for partners to complement their own technological capabilities with a view to create innovative products and processes. R&D partnerships, however, are fraught with challenges because the conditions for creativity through cooperation are still not fully understood. Academic partnerships are also very common and offer a fertile ground for investigation. Academic cooperation takes many different forms and results in a wide range of outcomes (Laband and Tollison, 2000). One of the most visible outcomes is co-authored publications (Melin and Persson, 1996). Nowadays, there is extensive data available about both the context of these partnerships as well as the quality of their outcome. This paper explores the determinants of the gain for authors who cooperate through co-authorship in the publication of academic articles. We distinguish between short-term benefits (i.e. the increase in citations of the co-authored article relative to the authors’ previous publications) and the long-term ones (i.e. the increase in citations of articles subsequent to the co-authored piece). We find evidence that these benefits have different determinants for co-authors depending on their past experience. While co-authorship generally seems to benefit more the junior (younger and with a lower academic reputation) author, the senior partner can reduce the gap with a strong personal track record and co-authoring experience.

With permission of Elsevier

Volume 43
Issue 6
Pages 1002–1013

Journal Article

Abschalten als Geschäftsidee [Switching off as a business idea]

Energiespektrum 5: 40–43
Abstract:
Subject(s): Economics, politics and business environment, Health and environment, Management sciences, decision sciences and quantitative methods, Strategy and general management
Keyword(s): Energiewende, Energie
Issue 5
Pages 40–43

Journal Article

Corporate social responsibility, customer orientation, and the job performance of frontline employees

Journal of Marketing 78 (3): 20–37
Daniel Korschun, CB Bhattacharya, Scott D. Swain (2014)
Abstract:
Subject(s): Ethics and social responsibility, Marketing
Keyword(s): Corporate social responsibility, organizational identification, customer orientation, job performance

A study involving a Global 500 company finds that frontline employees’ perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance (supervisor-rated) by activating social identification processes. Employees identify with the organization based in part on the extent to which CSR is supported by salient and job-relevant others both internal and external to the organization. Looking internally, employees identify with the organization to the extent that they perceive management to support CSR. Looking externally, employees can identify with customers (called employee-customer identification) to the extent they perceive customers to support the company’s CSR. Both effects are enhanced when employees feel CSR is an important (versus non-important) part of their self-concept. Organizational identification directly drives job performance while employee-customer identification contributes to job performance through its effects on organizational identification and customer orientation.

With the permission of the American Marketing Association

Volume 78
Issue 3
Pages 20–37

Journal Article

Wie viel Bonus ist gerecht? [How much of a bonus is fair?]

Harvard Business Manager 4: 86–90
Urs Müller (2014)
Abstract:
Subject(s): Human resources management/organizational behavior
Issue 4
Pages 86–90

Pages