Heike Bruch
Title
Prof. Dr.
Last Name
Bruch
First name
Heike
Email
heike.bruch@unisg.ch
Phone
+41 71 224 2371
389 results
Now showing 1 - 10 of 389
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Item type:Publication, The Connectivity Paradox of Flexible Team Arrangements(Academy of Management, 2026-08-21); ; Van der Vegt, Gerben S.Organizations rely on team-based structures to promote connectivity and performance. Yet, recent research suggests that increasingly flexible team arrangements, characterized by multiple team membership (MTM) and fluid team membership (FTM), may simultaneously foster and undermine social capital in organizations. To address this connectivity paradox of flexible team arrangements, we integrate research on MTM and FTM and develop multilevel theory linking these practices to social capital and performance at the firm and individual levels. We test our theory in two complementary studies. Study 1 uses fine-grained data from a knowledge-intensive organization (n = 3,690 employees) to examine our individual-level predictions. Study 2 tests the full model with multi-source data from 106 organizations (n = 15,342 employees). Across both studies, MTM is positively related to individual social capital and indirectly to individual performance, whereas FTM shows negative associations. Study 2 further shows that flexible team arrangements (i.e., firm-level structures based on MTM and FTM) are related positively to organizational social capital and indirectly to firm performance. Our findings contribute to research on teams in general and flexible team arrangements in particular, and hold important implications for social capital theory.Type:journal articleJournal:Academy of Management Journal - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Damit alle Interessen in der Spur bleiben. Flexibles Arbeiten im Fahrdienst: Erfahrungen der Verkehrsbetriebe Zürich.(2025); Type:journal articleJournal:PersonalführungVolume:12 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Always on‐line? An organizational model of leaders' after‐hours smartphone use and climate of constant connectivityType:journal articleJournal:Journal of Occupational and Organizational PsychologyVolume:98Issue:4Scopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Achtung, korrosive Energie! Warum negative Arbeitsumfelder zunehmen - und was jetzt hilft.(2025); Type:journal articleJournal:LEADERVolume:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Trends in der Leadership-Entwicklung: Emotional, kulturell, verankert, messbar.(2025); Type:journal articleJournal:PersonalführungVolume:3 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Gesunde Hochleistung: Die Erfolgsmuster von High-Energy-Unternehmen.(2025); Type:journal articleJournal:PersonalmagazinVolume:4 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Shared Leadership and Shared Responsibility(2025-08); ; Type:journal articleJournal:Zeitschrift Führung + OrganisationVolume:4/2025 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Dual Pathways from Organizational Context to Ambidextrous Performance: The Role of CEO InspirationThis study empirically investigates the strategic and behavioral pathways through which organizational context is associated with firm performance. Leveraging the dynamic capabilities perspective on organizational ambidexterity, we propose that ambidextrous strategic orientation (ASO) and productive organizational energy (POE) mediate the relationship between organizational context and firm performance in parallel. Additionally, we introduce CEOs’ ambimotional inspiration as a critical moderator in these pathways. Using a multisource dataset comprising 148 organizations and 13,834 employees, our findings confirm that ASO and POE mediate the relationship between organizational context and performance. Intriguingly, CEOs’ ambimotional inspiration strengthens the strategic but does not influence the behavioral pathway. These results contribute to the literature on ambidexterity by demonstrating the interactive effects of organizational context and leadership on the emergence and effectiveness of ambidexterity.Type:journal articleJournal:Academy of Management ProceedingsVolume:2025Issue:1