Institute for Leadership and Organization
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Martin Högl

Univ.-Prof. Dr. Martin Högl

Institutsvorstand

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Ludwigstraße 28 / RG
Raum 401
80539 München

Telefon: +49 (0) 89/2180-9540
Fax: +49 (0) 89/ 2180-9542

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Weitere Informationen

Kurzvita (Pdf, 32 kBytes)

Ausgewählte Publikationen

Froehlich, J., Gibbert, M. & Hoegl, M. 2014. Using thematic thinking to achieve business success, growth, and innovation. Upper Saddle River, New Jersey: Pearson.

Weiss, M., Hoegl, M., & Gibbert, M. 2014. Perceptions of material resources in innovation projects: What shapes them and how do they matter? Journal of Product Innovation Management, 31(2): 278–291.

Magni, M., Maruping, L., & Hoegl, M. 2013. Managing the unexpected across space: Improvisation, dispersion and performance in NPD teams. Journal of Product Innovation Management, 30(5): 1009–1026.

Muethel, M., Gehrlein, S., & Hoegl, M. 2012. Socio-demographic factors and shared leadership behaviors in dispersed teams – Implications for Human Resource Management. Human Resource Management, 51(4): 525-548.

Moenkemeyer, G., Hoegl, M., & Weiss, M. 2012. Innovator resilience potential: A process perspective of individual resilience as influenced by innovation project termination. Human Relations, 65(5): 627-655.

Gibbert, M. & Hoegl, M. 2011. In praise of dissimilarity. MIT Sloan Management Review, 52(4): 20-22.
Muethel, M., Hoegl, M., & Parboteeah, K.P. 2011. National business ideology and employees’ prosocial values. Journal of International Business Studies, 42: 183-201.

Seriki, H.T., Hoegl, M., & Parboteeah, K.P. 2010. Innovative performance in African technical projects – A multi-level theory. Journal of World Business, 45: 295-303.

Magni, M., Proserpio, L., Hoegl, M., & Provera, B. 2009. The role of team behavioral integration and cohesion in shaping individual improvisation. Research Policy, 38(6): 1044-1053.

Siebdrat, F., Hoegl, M., & Ernst, H. 2009. How to manage virtual teams. MIT Sloan Management Review, 50(4): 63-68.

Hoegl, M., Gibbert, M. & Mazurski, D. 2008. Financial constraints in innovation projects: When is less more? Research Policy, 37(8): 1382-1391.

Parboteeah, K. P., Hoegl, M. & Cullen, J. B. 2008. Managers’ gender role attitudes: A country institutional profile approach. Journal of International Business Studies, 39: 795-813.

Hoegl, M., Ernst, H. & Proserpio, L. 2007. How teamwork matters more as team member dispersion increases. Journal of Product Innovation Management, 24: 156-165.

Hoegl, M. & Parboteeah, K. P. 2006. Autonomy and teamwork in innovative projects. Human Resource Management, 45(1): 67–79.

Schulze, A. & Hoegl, M. 2006. Knowledge creation in new product development projects. Journal of Management, 32(2): 210-236.

Hoegl, M., & Wagner, S. 2005. Beyond supplier involvement: Buyer-supplier-collaboration in product development projects. Journal of Management, 31(4): 530-548.

Hoegl, M. & Weinkauf, K. 2005. Managing task interdependence in multi-team projects: A longitudinal study. Journal of Management Studies, 42(6): 1287-1308.

Hoegl, M., Weinkauf, K. & Gemuenden, H. G. 2004. Inter-team coordination, project commitment, and teamwork: A longitudinal study. Organization Science, 15(1): 38-55.

Cullen, J. B., Parboteeah, K. P. & Hoegl, M. 2004. Managers’ justifications of unethical behaviors: A social institutions approach. Academy of Management Journal, 47(3): 411-421.

Hoegl, M., Parboteeah, K. P. & Munson, C. L. 2003. Team-level antecedents of individuals’ knowledge networks. Decision Sciences, 34(4): 741-770.

Hoegl, M. & Gemuenden, H. G. 2001. Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization Science, 12(4): 435-449.