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Publication records
Journal Article
Harvard Business Review
Viktoria Boss, Linus Dahlander, Christoph Ihl, Rajshri Jayaraman (2021)
Subject(s)
Entrepreneurship; Technology, R&D management
ISSN (Print)
0017-8012
Journal Article
Harvard Business Review
Subject(s)
Diversity and inclusion; Entrepreneurship; Human resources management/organizational behavior; Strategy and general management
Keyword(s)
contrarian, behavioural traps, diversity, strategy
ISSN (Print)
0017-8012
Subject(s)
Technology, R&D management
Keyword(s)
Patents, intellectual property rights

This article summarizes the century-old debate whether a patent system spurs innovation or is rather a burden to society.
Volume
74
Journal Pages
6–9
Subject(s)
Economics, politics and business environment; Information technology and systems; Technology, R&D management
Keyword(s)
Cybersecurity, information security, information law, critical infrastructures, cyber regulation
Two articles explain the genesis and contents of the German IT Security Act 2.0, which was enacted in May 2021. This first article focuses on the origins of the law, the obligations of companies as operators of information technology, and the new regulations on the security of IT products.
Journal Pages
450–458
ISSN (Online)
2194-4172
Journal Article
Harvard Business Review
David Ronayne, Daniel Sgroi, Anthony Tuckwell (2021)
Subject(s)
Economics, politics and business environment
Keyword(s)
Decision biases, Sunk cost effect, Susceptibility scale, Cognitive ability, incentivized experiment
The sunk cost effect is one of the most well-known decision making biases. In this article, I describe how my co-authors and I developed an 8-item test comprised of hypothetical scenarios to determine the respondent’s susceptibility to the sunk cost effect. We validate the scale with an incentivized experiment. We also find evidence that experience, rather than smarts, which helps people to avoid falling foul of the effect.


ISSN (Print)
0017-8012
Subject(s)
Diversity and inclusion; Human resources management/organizational behavior; Strategy and general management
Keyword(s)
Luck, stereotype bias, grit, regression to the mean
Managers are very prone to both benchmarking and stereotyping. These practices lead them into underestimating the power of luck, so that they often attribute success to capabilities and failure to bad luck in people or organizations they see as having the attributes of greatness, while they discount capabilities and attribute success to luck in people or organizations that do not conform to their ideas of greatness. Looking at second-level performers (where luck probably plays a lesser role) may be a smarter way to benchmark.
ISSN (Print)
0017-8012
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Automation, communication, team interaction, leadership
Automation Surprise or Ambiguous Cockpit Information manifests itself as a miscommunication between man and machine and may lead to serious incidents and accidents. Focusing on factual communication between crew members as well as using training scenarios that specifically address the lesser known, less critical malfunctions may prepare pilots for dealing with losses in automation.
With permission of the German Armed Forces Aviation Office (Luftfahrtamt der Bundeswehr)
Journal Pages
18–22
Journal Article
MIT Sloan Management Review
Ingo Marquart, Nora Grasselli, Gianluca Carnabuci (2021)
Subject(s)
Diversity and inclusion; Human resources management/organizational behavior; Strategy and general management
Keyword(s)
Career change, COVID-19 resources, leadership development
Taking on a substantial new role without a change in title or authority is hard, but there are ways to manage this transition.
Journal Article
California Management Review
Subject(s)
Human resources management/organizational behavior
Keyword(s)
COVID-19, networks, remote work
Networks are resilient, but a year of remote work has taken its toll on organizations.
Journal Article
The European Business Review
Mandy Hübener, Bianca Schmitz, Bethan Williams (2021)
Subject(s)
Economics, politics and business environment
Keyword(s)
Leadership, MBA, executive education
To guarantee maximum ROI for its clients, executive education needs to fulfil some key criteria. The content must be tailored to individuals’ profoundly personal career paths, knowledge gaps, and blind spots, and the format must also suit the learning style and working context of each participant (podcasts, TED talks, print – no learning method is invalid). Self-paced online modules are a good step in this direction, allowing a decoupling from the rigid corporate calendar or the availability of teaching faculty. But individualization must also mean creating regular opportunities to reflect on and assimilate new skills and knowledge. Furthermore, executive participants should feel they have the toolkit and the support network they need to continue their learning journey long after they leave campus.