Björn Michaelis is Adjunct Professor of Management and Organization at Kühne Logistics University. Before coming to KLU, Prof. Michaelis was a post-doc researcher and Habilitand at the UBS-Endowed Professorship for Strategic Management at Goethe University Frankfurt, Germany. At the Goethe University Frankfurt he received his post-doctoral qualification (habilitation) and was granted the "venia legendi" in Business Administration (2011-2015). Moreover, Prof. Michaelis was an Associate Professor of Organizational Behavior (2009-2011) and a Research Associate and doctoral student (2006-2009) at Heidelberg University, Germany. Gaining experience abroad he was a Visiting Fellow at the Graduate School of Business in Fontainebleau (France). His research interests include corporate strategy, mergers & acquisitions (M&A), joint ventures and strategic alliances, strategic human resource management, and leadership.
Prof. Michaelis has taught in diverse strategy, management, and leadership classes in bachelor, master, and executive education programs in various institutions. He served as the Program Director of China Development Bank’s (CDB) executive education program in “Strategy, Innovation, and Leadership” and taught in the CDB “Strategic Management for Financial Groups” program “ at Goethe Business School, Frankfurt. Björn Michaelis also serves as a lecturer in the executive education program on “Micro and SME Banking” and taught “Learning to Lead for New Leaders” and “Leading for Results” as well as in the Master’s Program in Management at the Frankfurt School of Finance and Management (Bankakademie HFB). Moreover, Prof. Michaelis taught several bachelor’s and master’s level courses on strategy and global strategy, organization, and management at the Kühne Logistics University, the Goethe University Frankfurt, the University of Heidelberg, and the European Business School (EBS).
Putting Prof. Michaelis’ knowledge into practice, he advises firms in various industries on strategy, management, and leadership issues. He gained business experience, for example, in corporate strategy with Daimler AG in Stuttgart, in strategic human resource management with DaimlerChrylser Japan Holding, Ltd. in Tokyo, and in executive search and selection with Kienbaum Executive Consultants in Gummersbach.
Nohe, Christoph and Björn Michaelis (2016): Team OCB, leader charisma, and organizational change: A multilevel study, The Leadership Quarterly, 27 (6): 883-895.
Abstract: This study examines individual-level origins of team organizational citizenship behaviors (OCB). Building on the literature on trust and social exchange theory, we hypothesize that individual-level leader charisma is indirectly related to team OCB through individual-level trust in leader. Additionally, we propose that the positive relationship between leader charisma and trust in leader is stronger under conditions of high organizational change. Based on data from 142 team members and 33 leaders, results reveal an indirect bottom-up relationship between individual-level leader charisma and team OCB through trust in leader. High change impact at the team- but not at the individual-level facilitates the positive relationship of leader charisma with trust in leader. The findings show how individual-level phenomenon can contribute to the emergence of team-level OCB.
Michaelis, Björn, Florian Kunze and Heike Bruch (2015): New insights on CEO charisma attribution in companies of different sizes and ownership structure: the role of prior company performance, Journal of Business Economics, 85 (7): 793-815.
Abstract: We extend theories on charismatic leadership by investigating the influence of prior company performance on subordinates’ attributions of chief executive officer (CEO) charisma within companies of different sizes and ownership structure. First, we use an experimental design to examine the effects of prior company performance on attributions of CEO charisma. Second, in a field study with 69 companies we replicate the experimental finding and show that this relationship is moderated by the size of the company such that the relationship between prior company performance and attributions of CEO charisma is significant only in large companies. We find no evidence, however, that the ownership structure of a company could strengthen or weaken this relationship.
Michaelis, Björn, Joachim D. Wagner and Lars Schweizer (2015): Knowledge as a key in the relationship between high-performance work systems and workforce productivity, Journal of Business Research, 68 (5): 1035-1044.
Abstract: Abstract Drawing on the knowledge-based view of the firm, we develop and test a theoretical model linking high-performance work systems (HPWS) and workforce productivity via employee exchange and combination of knowledge. A test of our model in a sample of junior enterprises in Germany supports the proposal that knowledge exchange and combination plays a mediating role. However, knowledge-management effectiveness interacts. That is, knowledge exchange and combination mediates the relationship between 5HPWS6 and workforce productivity only when knowledge-management is effective at medium and high levels, but not at low levels.
Michaelis, Björn, Ivan Vasilev and Georg Rainer (2014): Das "Complex Leadership Assessment" als Ausgangspunkt erfolgreicher Führungskräfteentwicklung: Theorie, Konzeption, Validierung und Anwendungsbereiche, Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung : Zfbf, 66 (8): 658-693.
Abstract: Das „Complex Leadership Assessment“ (CLA) ist ein multidimensionales Instrument zur Erfassung von Führungskompetenzen. Der vorliegende Beitrag hat das Ziel, das theoretische Modell und das dazugehörige Assessment-Tool des CLA ausführlich vorzustellen und seine Anwendung als 360-Grad-Feedback-Instrument zu diskutieren. Im Hinblick auf eine effiziente und zeitökonomische Sammlung und Auswertung der Daten wurde dieses als Online-Instrument konzipiert und zudem als ein Microsoft Excel-basiertes Auswertungstool entwickelt. Der Inhalt des Auswertungsberichts und seine Rolle als Ausgangspunkt für die Wahl und Ableitung von individuell angepassten Führungskräfteentwicklungsmaßnahmen werden erläutert und diskutiert. Anschließend werden die Ergebnisse einer ersten Untersuchung zur Validität des Modells und zu den psychometrischen Eigenschaften des Assessment-Tools präsentiert.
Boehm, Stephan A., Dwertmann, David J. G., Florian Kunze, Björn Michaelis, Kizzy M. Parks and Daniel P. McDonald (2014): Expanding Insights on the Diversity Climate–Performance Link: The Role of Workgroup Discrimination and Group Size, Human Resource Management, 53 (3): 379-402.
Abstract: The present study extends knowledge of the performance consequences of workgroup diversity climate. Building upon Kopelman, Brief, and Guzzo’s () climate model of productivity, we introduce workgroup discrimination as a behavioral mediator that explains the positive effects of diversity climate on workgroup performance. In addition, we investigate group size as a moderator upon which this mediated relationship depends. We test these moderated-mediated propositions using a split-sample design and data from 248 military workgroups comprising 8,707 respondents. Findings from structural equation modeling reveal that diversity climate is consistently positively related to workgroup performance and that this relationship is mediated by discrimination. Results yield a pattern of moderated mediation, in that the indirect relationship between workgroup diversity climate (through perceptions of workgroup discrimination) and group performance was more pronounced in larger than in smaller workgroups. These results illustrate that discrimination and group size represent key factors in determining how a diversity climate is associated with group performance and, thus, have significant implications for research and practice. © 2014 Wiley Periodicals, Inc.
Nohe, Christoph, Björn Michaelis, Jochen I. Menges, Zhen Zhang and Karlheinz Sonntag (2013): Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance, The Leadership Quarterly, 24 (2): 378-389.
Abstract: Abstract What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders’ change-promoting behaviors are associated with team performance. In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers’ perceptions of charisma and followers’ commitment to change. A study of 33 leaders and 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage in change-promoting behaviors. These behaviors facilitate team performance through individual followers’ perceived charisma and commitment to change.
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Teaching at KLU
Business Strategy (BSc MGT)
Capstone Project (MSc MGT, MSc GL & SCM)
Fundamentals of Management and Strategy ()
High-performance Human Resources (MSc MGT)
Human Resource Management (BSc MGT)
Human Ressources Management ()
Leading Organizational Change - Creating the Learning Organization (MBA)
Management Fundamentals (BSc MGT)
Adjunct Professor for Management and Organization at Kühne Logistics University, Hamburg, Germany.
|2011 - 2015|
Post-Doc ("Habilitand"), Goethe University Frankfurt (Chair for Strategic Management), Germany.
|2009 - 2011|
Associate Professor in Organizational Behavior („Vertretungsprofessur“), Ruprecht-Karls University Heidelberg, Germany.
|2006 - 2009|
Research Assistant ("Wissenschaftlicher Mitarbeiter"), Organizational Behavior, Ruprecht-Karls University Heidelberg, Germany.
|2009 - 2015|
"Habilitation" at the Faculty of Economics and Business Administration at Goethe University Frankfurt; Granting of the "venia legendi" in Business Administration; Title of Habilitation: "Essays on Management: A Dynamic Capabilities, Human Resources, and Leadership Perspective“.
|2006 - 2009|
Ph.D., Organizational Behavior; Title of Dissertation: “Transformational and Charismatic Leadership Effects on Performance Outcomes: An Analysis of Linking Mechanisms and Boundary Conditions”; distinguished with Südwestmetall Dissertation Award 2010; Ruprecht-Karls-University Heidelberg, Germany.
|2003 - 2004|
Academic year at the Graduate School of Business, Fontainebleau, France.
|2000 - 2006|
M.Sc., Undergraduate and Graduate Studies in Psychology and Business Administration with Majors in Organizational Behavior and Human Resource Management. Title of Master Thesis: “Leadership and Job Satisfaction in Western and Asian Cultures: A Comparison between German, Japanese, and Chinese Executives”; Georg-August-University Göttingen, Germany.