Institute of Management and Organization

Organisational unit: Institute

Organisation profile

Organizations play a key role in our society. People create organizations to implement their plans and attain their goals. Organizations provide the structure that allows people to work towards common goals in a collaborative manner. Such collaborative efforts take place in for-profit or non-profit as well as in governmental or non-governmental organizations.

What We Do and Why

At the Institute of Management and Organization (IMO), we see it as a great responsibility to help people create, manage, and develop organizations. This includes the management and development of people working in organizations. Moreover, we believe that the management and development of organizations and people must comprehensively feature economic, ecological, social, and psychological aspects. Only such a comprehensive perspective allows to develop organizations and enrich people's lives in a meaningful manner.

Three activities are central to manage and develop organizations and the people in organizations. First, we need to understand key drivers and processes of an effective and sustainable development of people and organizations. Second, we need to incorporate this understanding of key drivers and processes in our training of future leaders and managers. Our aim is to equip students with the latest scientific know-how about managing and developing people and organizations. Third, we need to inform current practitioners about new scientific insights to continuously improve the practices implemented in organizations. Therefore, the IMO equally emphasizes the three activities: research to better understand, teaching to better train, and transfer to better inform.

The IMO combines the areas of strategy, organizational behavior, work & organizational psychology, and entrepreneurship. Furthermore, the institute integrates the fields of business administration and psychology to take an interdisciplinary perspective. Such an interdisciplinary perspective is important to fully embrace the dynamics of people and organizations. State-of-the-art approaches emphasize a close integration of both disciplines. Furthermore, the members of the institute understand themselves as an active part in the global context incorporating a strong international orientation in their research, teaching, and transfer activities.

 

Main research areas

At IMO, we want to achieve a better understanding. Specifically, we want to advance the theoretical understanding of managing and developing organizations and the people in the organizations by conducting research on strategy, management, entrepreneurship, innovation, and HR management. Furthermore, we believe that only research in line with the highest academic standards leads to scientific advancements that are meaningful for developing people and organizations.

Therefore, the institute is dedicated to research that is excellent with regard to the theoretical, conceptual, and methodological approach. We regard publishing in international top tier journals and conferences as a benchmark of excellence in research. Furthermore, we consider quantitative and qualitative research as complementary in identifying the drivers and processes of successfully managing and developing organizations and the people in organizations.

The members of the institute are widely acknowledged as internationally high profile scholars and prolific experts in the areas of strategy, entrepreneurship, innovation, organizational behavior, and (international) HR management. They combine expertise from the domains of business administration and psychology. They have published their research in international top tier entrepreneurship and management journals.

At IMO, we engage in collaborative initiatives and joint research projects. We bundle resources and foster a climate of permanent (formal and informal) exchange of ideas. The results are large research projects, for example on entrepreneurship and entrepreneurship trainings, entrepreneurial learning from failures, global mobility, and integrating refugees into the workforce.

The research projects of the institute have a strong international orientation. The research collaborations of the institute span universities from countries across the globe (e.g., USA, East and West Africa, Asia). For example, the institute conducts research projects on:

  • entrepreneurship and entrepreneurship trainings in several countries in East and West Africa, Asia, and Latin America;
  • global leadership, selection, and development in collaboration with several international universities;
  • topics of international business, in particular questions of global mobility, expatriate management, and international HR practices in countries around the globe.
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  1. Entrainment: Temporal Structuring of Creative Projects

    Schüßler, E. (Project manager, academic), Grabher, G. (Project manager, academic), Sydow, J. (Project manager, academic) & Hoop, M. (Project staff)

    01.10.2331.05.25

    Project: Research

  2. E-Learning basierte Einführungskurse in das Nachhaltigkeitsmanagement und die Betriebswirtschaftslehre (sowie inhaltsbezogen studienrelevante Englisch-Kompetenzen)

    Schaltegger, S. (Project manager, academic), Bekmeier-Feuerhahn, S. (Project manager, academic), Velte, P. (Project manager, academic), Schmidt, T. (Project manager, academic), Kaliampos, J. (Project staff) & Blume, C. (Project staff)

    01.05.1730.09.17

    Project: Other

  3. Einsatz von Architektur bei der Markenbildung von Kulturunternehmen

    Bekmeier-Feuerhahn, S. (Project manager, academic) & Ober-Heilig, N. (Project manager, academic)

    01.04.0923.06.14

    Project: Dissertation project

  4. Einfluss impliziter Motive auf die Weiterempfehlungsabgabe in Kulturinstitutionen - eine quantitative Studie

    Bekmeier-Feuerhahn, S. (Project manager, academic) & Sikkenga, J. (Project manager, academic)

    15.01.0931.05.13

    Project: Research

  5. Einfluss der Vertrauensentwicklung, unternehmerischer Wandel

    Bekmeier-Feuerhahn, S. (Project manager, academic) & Eichenlaub, A. (Project staff)

    01.05.0930.08.11

    Project: Research

  6. DigiTaL - Teilprojekt 05: E-Prüfungen – Didaktische, technische und prüfungsrechtliche Verankerung

    Wenzel, M. (Project manager, academic) & Webersik, J. (Project manager, academic)

    01.08.2131.12.25

    Project: Teaching

  7. DigiTaL - Subproject 01: Virtual realities for competence development and reflection

    Kuhl, P. (Project manager, academic), Loschelder, D. (Project manager, academic), Adam, Y. (Project staff), Petrowsky, H. (Project staff), Schweigler, S. (Project staff), Knabbe, F. (Project staff) & Escher, Y. A. (Project staff)

    01.08.2131.12.25

    Project: Teaching

  8. Digitalization and Work Organization. Narratives, Practices, and Design Implications

    Schüßler, E. (Project manager, academic)

    01.11.2131.10.23

    Project: Research

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  2. General strategies to increase the repeatability in non-target screening by liquid chromatography-high resolution mass spectrometry
  3. Occurrence and Air-sea exchange of phthalates in the Arctic
  4. Die Schreibwerkstatt Mehrsprachigkeit
  5. Improvement of GC sensitivity for polar and nonpolar PAHs by using a deactivated liner
  6. Soft spaces across the Fehmarn Belt
  7. Treatment or Documentation? Pareto Optimality in the Physicians’ Time Allocation
  8. Zur Methodologie der ‘Fehleranalyse’ in der mathematikdidaktischen Forschung
  9. Dispersal and diversity–unifying scale-dependent relationships within the neutral theory
  10. Der Minotaurus haust im Text
  11. Estimation of baseflow and water transfer in karst catchments in Mediterranean Turkey by nonlinear recession analysis
  12. Development of high strength-ductility Mg-Er extruded alloys by micro-alloying with Mn
  13. How business reporting changed during the financial crisis
  14. Ein echter Gedanke reicht weit
  15. Differenzielle Effekte der Unterrichtsqualität auf die aktive Lernzeit.
  16. Does CEO power moderate the link between ESG performance and financial performance?
  17. Don't ignore the floor
  18. Types of Sustainable Entrepreneurship and Conditions for Sustainability Innovation
  19. Its only cannibalism if we’re equals”
  20. Robust Adaptive Soft Landing Control of an Electromagnetic Valve Actuator for Camless Engines
  21. On the frontiers of collaboration and conflict: how context influences the success of collaboration
  22. Empirical Studies with Micro-Data from Official Statistics in Germany
  23. EEZ-adjacent distant-water fishing as a global security challenge
  24. Severely burdened individuals do not need to be excluded from internet-based and mobile-based stress management
  25. Sustainability Reporting as a Consequence of Environmental Orientation
  26. Understanding spam