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Unternehmensverantwortung und CSR in der Krise – 5 Fragen an…

07/24/21, Forum Wirtschaftethik
How is the importance of responsibility and CSR changing in companies in these times of uncertainty? On this topic, Gianluca Carnabuci, professor at ESMT, has been interviewed for "5 Fragen an..."

Eat a banana! Get off Twitter! How to be more productive at work

06/15/21, The Guardian
Gianluca Carnabuci, professor at ESMT Berlin, explains how a cave day, made of distraction-free “sprints”, can help you concentrate on important work, starting with the most difficult task and working backwards.

How to handle "invisible" changes to your leadership role

05/16/21, associations now
The new phenomenon of "invisible transitions”, a term coined by ESMT Berlin's Ingo Marquart, Nora Grasselli, and Gianluca Carnabuci, is referenced in an article on leadership roles.

Forming new collaborations in remote work

04/29/21, California Review Management
Networks are resilient, but a year of remote work has taken its toll on organizations. Linus Dahlender, Martin Wallin, Eric Quintane, and Gianluca Carnabuci explore how companies can form new collaborations in remote work.

How to put purpose back into your business strategy

04/27/21, Forbes
Purpose-washing practices have ruinous consequences for both business and society, says Gianluca Carnabuci, professor of organizational behavior at ESMT Berlin.

The Maverick is a mainstream success story

10/21/20, Forbes
We credit the successes of high-status and highly influential leaders like the late Steve Jobs, Richard Branson, and Jeff Bezos (of Apple, Virgin Group, and Amazon respectively) to how far they stepped away from the mainstream. Even in the US political sphere, the late Arizona Republican Senator John McCain was repeatedly praised and labeled as a maverick. But is it the way of the maverick that translates to success in organizations?

High status does not mean your ideas will stick

10/06/20, Management Today
Senior executives unsurprisingly tend to carry informal influence in organisations, as well as formal authority. As high status individuals, their ideas get more airtime, carry more weight and draw more support from the networks around them.

High-status individuals are influential, but only if they have a mainstream ideology

09/21/20, Workplace insight
High-status political figures and senior executives are only influential if their own ideologies are seen as mainstream and not too extreme, claims new research from business school ESMT Berlin.
09/18/20, M2

Gesucht: Digital Leaders

03/20/20, Handelsblatt
Digitalization and business schools

Wie Business-Schools von der digitalen Transformation profitieren

03/19/20, Handelsblatt
Gianluca Carnabuci, associate dean of executive education at ESMT, is quoted on leadership skills for the digital transformation (metered paywall).

In hiring, the less you know, the more you’ll grow

02/18/20, Forbes.com
Gianluca Carnabuci, professor of organizational behavior at ESMT, authored an article about the limitations of learning by hiring in R&D based on his research.

Digital leadership: Ganz neue Fähigkeiten nötig

09/06/19, Wirtschaft & Weiterbildung
Digital leadership

Verantwortungsvolle Führung erforschen

03/01/19, Manager Seminare

Are flat hierarchies overrated? F1 racing drivers think so

02/19/19, Forbes.com
German research is largely anti-flat leadership. In fact, a compelling study from Gianluca Carnabuci, an associate professor of strategy at ESMT Berlin, indicates why many of the innovative companies working hard to create flat hierarchies are failing.

Knowledge architects wanted

06/27/17, The European Business Review
Organisations that embrace cross-domain knowledge can attain sustainable agility. In this article, the author highlights the significant yet often overlooked difference between specialist knowledge and architectural knowledge in the promotion of organisational agility.

Why do some innovations stick? Quite simply, because they're better

06/06/17, Forbes India
Patent gatekeepers require truly original ideas to be stronger, but there's a downside.