Jana Oehmichen

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• Employee stock ownership and firm exit decisions: A cross-country analysis of rank-and-file employees
• How the country context shapes firms' competitive repertoire complexity
• Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation
• The time for the future is now: CEO temporal focus and firms' identification and interpretation of grand challenges-The example of water scarcity
• Successfully Organizing AI Innovation Through Collaboration with Startups
• Digital governance: A conceptual framework and research agenda
• From attention to action: How board environmental expertise influences corporate environmental performance
• Sustainable value creation in multinational enterprises: The role of corporate governance actors
• Determinants of common ownership: Exploring an information-based and a competition-based perspective in a global context
• CEO career horizon and corporate bribery: a strategic relationship perspective
• The effect of corporate governance on corporate environmental sustainability: A multilevel review and research agenda
• Directors' digital expertise and board diversity: empirical evidence from Dutch boards
• Standing out from the crowd: Dedicated institutional investors and strategy uniqueness
• Employee participation in employee stock ownership plans: Cross-level interaction effects of institutions and workgroup behavior
• Value-based Management and Merger & Acquisition Returns: A Multi-level Contingency Model
• Board experience and value creation in cross-border acquisitions: The role of acquirer and target country institutions
• Why and when female directors are less engaged in their board duties: An interface perspective
• The stereotype rub-off effect - Organizational stereotypes modulate behavioural expectations, expectancy violation and punishment after transgressions
• Beyond human capital explanations for the gender pay gap among executives: investigating board embeddedness effects on discrimination
• Board Capital, Board Structure, and Organizational Learning: A Cross-National Analysis
• BOARD BACKGROUND HETEROGENEITY AND EXPLORATION-EXPLOITATION: THE ROLE OF THE INSTITUTIONALLY ADOPTED BOARD MODEL
• Multiple recipes for success - A configurational examination of business portfolio restructurings
• Do Contracts Make Them Care? The Impact of CEO Compensation Design on Corporate Social Performance
• Four decades of CEO–TMT interface research: A review inspired by role theory
• WHO NEEDS EXPERTS MOST? BOARD INDUSTRY EXPERTISE AND STRATEGIC CHANGE-A CONTINGENCY PERSPECTIVE
• Embeddedness, Ownership Mode and Dynamics, and the Performance of MNE Subsidiaries
• Boards of directors and organizational ambidexterity in knowledge-intensive firms
• East meets west-Corporate governance in Asian emerging markets: A literature review and research agenda
• Have we made ourselves (too) clear?-Performance effects of the incentive explicitness in CEO compensation
• Expatriates as influencers in global work arrangements: Their impact on foreign-subsidiary employees' ESOP participation
• Chief Digital Officers: An Analysis of the Presence of a Centralized Digital Transformation Role
• When Elites Forget Their Duties: The Double-Edged Sword of Prestigious Directors on Boards
• Former Executives Serving as Non-Executive Directors: Resource Channels or Ineffective Monitors
• Women on German management boards
• Der Einfluss der Aufsichtsratszusammensetzung auf die Präsenz von Frauen in Aufsichtsräten
• Mehrfachmandate von Aufsichtsratsmitgliedern eine Panel-Analyse ihrer Wirkung in deutschen Unternehmen
• Keeping Their Cards Close to Their Chests: How Non-Delegating CEOs Avoid Forced Career Ends
• Pay-for-performance - Does one size fit all? A multi-country study of Europe and the United States