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  <title>EconStor Collection:</title>
  <link rel="alternate" href="https://hdl.handle.net/10419/313036" />
  <subtitle />
  <id>https://hdl.handle.net/10419/313036</id>
  <updated>2026-05-09T19:00:25Z</updated>
  <dc:date>2026-05-09T19:00:25Z</dc:date>
  <entry>
    <title>The positive connection between dark triad traits and leadership levels in self- and other-ratings</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/313063" />
    <author>
      <name>Diller, Sandra Julia</name>
    </author>
    <author>
      <name>Czibor, Andrea</name>
    </author>
    <author>
      <name>Szabé, Zsolt Péter</name>
    </author>
    <author>
      <name>Restás, Péter</name>
    </author>
    <author>
      <name>Jonas, Eva</name>
    </author>
    <author>
      <name>Frey, Dieter</name>
    </author>
    <id>https://hdl.handle.net/10419/313063</id>
    <updated>2025-04-25T07:56:45Z</updated>
    <published>2021-01-01T00:00:00Z</published>
    <summary type="text">Title: The positive connection between dark triad traits and leadership levels in self- and other-ratings
Authors: Diller, Sandra Julia; Czibor, Andrea; Szabé, Zsolt Péter; Restás, Péter; Jonas, Eva; Frey, Dieter
Abstract: People with high dark triad tendencies are often found in leadership positions. Yet research is lacking on whether dark triad personality traits positively correlate with the height of leadership levels (no leadership position, low-level leaders, high-level leaders, head and founder of the company). To explore this relationship between the dark triad and these leadership levels, three studies (NGermany = 137; NHungary = 333; NBothCountries = 355) were conducted, to measure dark triad scores for each leadership level. The results reveal that people in higher leadership levels display both higher self-rated and subordinate-rated dark triad scores. Further research is needed to investigate whether this finding is replicable for more objective measures and longitudinal studies as well as cultural norms, which may discourage or support dark triad traits. As the organizations are an important factor in promoting ethic-oriented behavior in individuals, one practical implication could be increased focus on developing ethical behavior during the assessment and training of leadership positions.</summary>
    <dc:date>2021-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Executing a business model change: Identifying key characteristics to succeed in volatile markets</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/313057" />
    <author>
      <name>Allegretti, Sebastian</name>
    </author>
    <author>
      <name>Seidenstricker, Sven</name>
    </author>
    <author>
      <name>Fischer, Heiko</name>
    </author>
    <author>
      <name>Arslan, Sefkan</name>
    </author>
    <id>https://hdl.handle.net/10419/313057</id>
    <updated>2025-04-25T07:56:15Z</updated>
    <published>2021-01-01T00:00:00Z</published>
    <summary type="text">Title: Executing a business model change: Identifying key characteristics to succeed in volatile markets
Authors: Allegretti, Sebastian; Seidenstricker, Sven; Fischer, Heiko; Arslan, Sefkan
Abstract: The world is changing, and with it comes the requirement that enterprises change to survive in today's volatile markets. However, the change does not just include launching a new product on the market but also changing the business model of the whole organisation. To sustain in today's fast-changing markets, companies have to detect new market opportunities on time, assess them and find a way to incorporate the most beneficial opportunities into their business. Without this awareness that a company must change with the changing market, it risks losing its significance in the market. Both the change of the business model and the change of the organisation are needed to succeed in the market. An outstanding example of such a company is Netflix. They have successfully changed their business model twice: first, from an online-DVD-rental service to a streaming provider and then, to a content provider. They were aware of upcoming new technologies on-time, evaluated them and planned the implementation in the market while the old technology was still profitable. The present work outlines the major changes in Netflix's business model and how they managed the change process successfully.</summary>
    <dc:date>2021-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>Innovationstätigkeit im Mittelstand: FuE nicht zwingend erforderlich</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/313058" />
    <author>
      <name>Brink, Siegrun</name>
    </author>
    <author>
      <name>Nielen, Sebastian</name>
    </author>
    <id>https://hdl.handle.net/10419/313058</id>
    <updated>2025-04-25T07:56:47Z</updated>
    <published>2021-01-01T00:00:00Z</published>
    <summary type="text">Title: Innovationstätigkeit im Mittelstand: FuE nicht zwingend erforderlich
Authors: Brink, Siegrun; Nielen, Sebastian
Abstract: Die vorliegende Studie widmet sich der Innovationstätigkeit des Mittelstandes. Im Fokus stehen dabei nicht-forschende, mittelständischen Innovatoren. Diese meist kleinen Unternehmen sind vorrangig im Dienstleistungsbereich zu finden. Ziel der quantitativen Studie war es zu ermitteln, welche alternativen Strategien nicht-forschende Innovatoren umsetzen, um Innovationen zu generieren und die Frage zu beantworten, inwiefern diese eigene Forschung und Entwicklung ersetzen können. Die Ergebnisse unserer Untersuchung von 331 mittelständischen Unternehmen zeigen, dass der eigenen Forschungs- und Entwicklungstätigkeit für die Erstellung von Produktinnovationen eine entscheidende Rolle zukommt. Dabei nimmt die Relevanz eigener Forschungs- und Entwicklungstätigkeit mit dem Neuigkeitsgrad der Produktinnovation zu. Vor allem radikale Produktinnovationen bedingen eigene Forschungs- und Entwicklungstätigkeit. Prozess- und nicht-technologische Innovationen sind hingegen auch ohne eigene Forschung und Entwicklung realisierbar. Als erfolgreiche Maßnahmen zum Generieren von Innovationen abseits der eigenen Forschung und Entwicklung erweisen sich die Aus- und Weiterbildung der eigenen Belegschaft, sowie Maßnahmen zur Digitalisierung und die allgemeine Investitionstätigkeit.</summary>
    <dc:date>2021-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>The influence of entrepreneurial leadership and sustainability leadership on high-performing school leaders: Mediated by empowerment</title>
    <link rel="alternate" href="https://hdl.handle.net/10419/313062" />
    <author>
      <name>Norhisham Mohd Kasim</name>
    </author>
    <id>https://hdl.handle.net/10419/313062</id>
    <updated>2025-04-25T07:56:21Z</updated>
    <published>2021-01-01T00:00:00Z</published>
    <summary type="text">Title: The influence of entrepreneurial leadership and sustainability leadership on high-performing school leaders: Mediated by empowerment
Authors: Norhisham Mohd Kasim
Abstract: The fifth shift of the Malaysian Education Blueprint (MEB) 2013-2015, stated that the ministry will ensure high-performing school leaders are placed in every school. But the main challenge for the Malaysian school leader is to improve and achieve the key performance indicators of high-performing schools. This study supports the aspirations of MEB 2013-2015 by identifying the best practices of leadership to achieve outstanding student performance as well as to maintain the high-performance of schools. Therefore, this study examines the influence of entrepreneurial leadership, sustainability leadership and empowerment towards high-performing school leaders in primary schools of East Coast Malaysia. The instrument used is a questionnaire adopted from several questionnaires developed by previous researches on entrepreneurial leadership, sustainable leadership, empowerment and high-performing school leaders. A total of 486 questionnaires were distributed to the respondents of 15 high-performing primary schools in Kelantan, Terengganu and Pahang using the random sampling technique. With a 58 percent return rate, the data were analyzed using SPSS version 24 and SmartPLS version 3.28 for descriptive analysis, measurement model and structural model. The findings show that variables such as entrepreneurial leadership exerted a significant influence on high-performing school leaders and sustainability leadership also exerted a significant influence on empowerment. In addition, the results of this study support the contributions of the study that have been proposed. The findings of this study will contribute to future research, particularly to researchers aiming to examine this leadership style in depth on school performance in Malaysia.</summary>
    <dc:date>2021-01-01T00:00:00Z</dc:date>
  </entry>
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