Current research projects

In this research project, we examine the role of participation in organizational change processes. Building on a systematic review of the existing literature, we analyze how different forms of employee involvement are designed and what effects they have on employees’ attitudes, behavior, and the overall course of change initiatives. In cooperation with organizations, we develop and evaluate targeted participation interventions. Our goal is to gain a deeper understanding of the conditions under which participation is effective, the consequences it unfolds, and how it can contribute to more successful change processes.
 

In this research project, we examine leaders’ assumptions about how organizational change works. At the core of our inquiry is the question of how these implicit and explicit beliefs can be systematically described and how they shape preferences, decision‑making processes, and concrete design choices in change initiatives. A particular focus is placed on the role of multiperspectivity in change processes. We analyze how differing assumptions emerge among leaders, employees, and other stakeholders, and what consequences these differences have for the course of organizational change. Building on these insights, we develop measurement instruments as well as reflection‑oriented workshop designs that support organizations in making assumptions about change visible, reflecting on them, and using them productively.