Oehmichen, Jana

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[["dc.bibliographiccitation.firstpage","451"],["dc.bibliographiccitation.issue","3"],["dc.bibliographiccitation.journal","European Accounting Review"],["dc.bibliographiccitation.lastpage","482"],["dc.bibliographiccitation.volume","28"],["dc.contributor.author","Firk, Sebastian"],["dc.contributor.author","Maybuechen, Franz"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Wolff, Michael"],["dc.date.accessioned","2020-12-10T18:14:56Z"],["dc.date.available","2020-12-10T18:14:56Z"],["dc.date.issued","2018"],["dc.identifier.doi","10.1080/09638180.2018.1492947"],["dc.identifier.eissn","1468-4497"],["dc.identifier.issn","0963-8180"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/74676"],["dc.language.iso","en"],["dc.notes.intern","DOI Import GROB-354"],["dc.title","Value-based Management and Merger & Acquisition Returns: A Multi-level Contingency Model"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","95"],["dc.bibliographiccitation.lastpage","125"],["dc.bibliographiccitation.volume","82"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Rapp, Marc Steffen"],["dc.contributor.author","Wolff, Michael A."],["dc.contributor.editor","Beham, Barbara"],["dc.contributor.editor","Straub, Caroline"],["dc.contributor.editor","Schwalbach, Joachim"],["dc.date.accessioned","2014-08-20T09:54:16Z"],["dc.date.accessioned","2021-10-27T13:19:52Z"],["dc.date.available","2014-08-20T09:54:16Z"],["dc.date.available","2021-10-27T13:19:52Z"],["dc.date.issued","2012"],["dc.description.abstract","In this paper we want to investigate the impact of company owners on the low percentage of women on management boards and whether they are attempting to increase this percentage. After analysing whether ownership concentration influences the number ofwomen on management boards we distinguish between different types of owners.We find that ownership concentration has no effect on the presence of women on German management boards, we show however that institutional and individual owners have a significantly positive effect. Classifying institutional owners into national and foreign owners illustrates that foreign investors are the primary driver of the positive effect within the class of institutional owners; the presence of national investors that are strongly influenced by the national banking system does not show any effect. Our analyses are based on 15,976 management board member positions from 2000 to 2007 in approximately 600 German-listed companies."],["dc.identifier.doi","10.1007/978-3-8349-3869-5_6"],["dc.identifier.doi","10.1007/s11573-011-0541-0"],["dc.identifier.fs","594628"],["dc.identifier.purl","https://resolver.sub.uni-goettingen.de/purl?gs-1/10630"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/91918"],["dc.language.iso","en"],["dc.notes.intern","Migrated from goescholar"],["dc.publisher","Gabler Verlag"],["dc.publisher.place","Wiesbaden"],["dc.relation.ispartof","Managing Diversity in Organizations"],["dc.relation.orgunit","Wirtschaftswissenschaftliche Fakultät"],["dc.rights.access","openAccess"],["dc.rights.uri","https://goescholar.uni-goettingen.de/licenses"],["dc.subject","Management board · Gender ·Women · Corporate governance"],["dc.title","Women on German management boards"],["dc.title.subtitle","How ownership structure affects management board diversity"],["dc.type","book_chapter"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dc.type.version","published_version"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","452"],["dc.bibliographiccitation.issue","4"],["dc.bibliographiccitation.journal","Journal of World Business"],["dc.bibliographiccitation.lastpage","462"],["dc.bibliographiccitation.volume","53"],["dc.contributor.author","Ahrens, Carolin"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Wolff, Michael"],["dc.date.accessioned","2020-12-10T15:20:10Z"],["dc.date.available","2020-12-10T15:20:10Z"],["dc.date.issued","2018"],["dc.identifier.doi","10.1016/j.jwb.2018.01.002"],["dc.identifier.issn","1090-9516"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/72578"],["dc.language.iso","en"],["dc.notes.intern","DOI Import GROB-354"],["dc.title","Expatriates as influencers in global work arrangements: Their impact on foreign-subsidiary employees’ ESOP participation"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","1179"],["dc.bibliographiccitation.issue","6"],["dc.bibliographiccitation.journal","International Business Review"],["dc.bibliographiccitation.lastpage","1192"],["dc.bibliographiccitation.volume","23"],["dc.contributor.author","Huettenbrink, Alexander"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Rapp, Marc Steffen"],["dc.contributor.author","Wolff, Michael"],["dc.date.accessioned","2018-11-07T09:32:23Z"],["dc.date.available","2018-11-07T09:32:23Z"],["dc.date.issued","2014"],["dc.description.abstract","Are there country-level differences in the use of pay-for-performance in executive compensation contracts? We investigate how formal country-level institutions affect pay-for-performance directly and if institutions have a moderating effect on the relation between ownership structure and pay-for-performance contracts. Based on agency theory arguments, we show that substitutionary and complementary relations are conceivable, for the direct and the moderating effect. We conduct an empirical analysis based on 2766 firm-year observations for the years 2005-2008. Our empirical results show that whereas strong shareholder protection substitutes pay-for-performance, disclosure requirements complement pay-for-performance. Additionally, strong shareholder protection complements the effect of concentrated ownership on pay-for-performance while disclosure requirements substitute effects of ownership concentration. Overall, our results provide evidence for the relevance of formal institutions as determinants of executive compensation contracts. Additionally, our results indicate the general complexity of integrating institutions and internal governance mechanisms. (C) 2014 Published by Elsevier Ltd."],["dc.identifier.doi","10.1016/j.ibusrev.2014.04.002"],["dc.identifier.isi","000343391300013"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/31748"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","Najko"],["dc.publisher","Elsevier Science Bv"],["dc.relation.issn","1873-6149"],["dc.relation.issn","0969-5931"],["dc.title","Pay-for-performance - Does one size fit all? A multi-country study of Europe and the United States"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dc.type.status","published"],["dspace.entity.type","Publication"]]

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[["dc.bibliographiccitation.firstpage","1800"],["dc.bibliographiccitation.issue","7"],["dc.bibliographiccitation.journal","Journal of Management Studies"],["dc.bibliographiccitation.lastpage","1831"],["dc.bibliographiccitation.volume","58"],["dc.contributor.author","Firk, Sebastian"],["dc.contributor.author","Hanelt, André"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Wolff, Michael"],["dc.date.accessioned","2021-12-08T12:27:58Z"],["dc.date.available","2021-12-08T12:27:58Z"],["dc.date.issued","2021"],["dc.identifier.doi","10.1111/joms.12718"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/95514"],["dc.language.iso","en"],["dc.notes.intern","DOI-Import GROB-476"],["dc.relation.eissn","1467-6486"],["dc.relation.issn","0022-2380"],["dc.rights.uri","http://creativecommons.org/licenses/by-nc/4.0/"],["dc.title","Chief Digital Officers: An Analysis of the Presence of a Centralized Digital Transformation Role"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","645"],["dc.bibliographiccitation.issue","3"],["dc.bibliographiccitation.journal","Strategic Management Journal"],["dc.bibliographiccitation.lastpage","656"],["dc.bibliographiccitation.volume","38"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Schrapp, Sebastian"],["dc.contributor.author","Wolff, Michael"],["dc.date.accessioned","2018-11-07T10:26:37Z"],["dc.date.available","2018-11-07T10:26:37Z"],["dc.date.issued","2017"],["dc.description.abstract","Research summary: We analyze the effects of board industry expertise on corporate strategic change and the moderating role of institutional quality. We suggest that country-level contingency factors mitigate the effect of experienced boards on strategy formation by providing alternative sources of information and control in strategic matters. We develop institutional quality as institutional information provision and institutional control provision to test our hypotheses on a sample of firms from MSCI Europe and the S&P 500. Our findings confirm that industry expertise is a salient driver of strategic change across countries. The strength of the effect, however, depends on the institutional quality. We submit that weak institutions require greater board industry expertise as an alternative channel of information and control. Managerial summary: This study provides new empirical evidence that experience in the firms' industries enables directors to increase strategic change. Our findings show that this effect is even stronger in countries with weak regulatory environments. We hereby provide guidance for multiple stakeholders. First, shareholders seeking a more active adjustment of their firms' strategies may want to compose boards that leverage such experienced directors. Second, directors can use their industry experience to control and to challenge managers better to move beyond the status quo. Third, managers lacking access to information on potential strategic change can use such experienced directors for strategic advice and as a source of information. Overall, we add to the understanding of the corporate board's role in shaping strategy and the influence of weak regulations. Copyright (C) 2016 John Wiley & Sons, Ltd."],["dc.identifier.doi","10.1002/smj.2513"],["dc.identifier.isi","000397155100009"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/43079"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","PUB_WoS_Import"],["dc.publisher","Wiley"],["dc.relation.issn","1097-0266"],["dc.relation.issn","0143-2095"],["dc.title","WHO NEEDS EXPERTS MOST? BOARD INDUSTRY EXPERTISE AND STRATEGIC CHANGE-A CONTINGENCY PERSPECTIVE"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dc.type.status","published"],["dspace.entity.type","Publication"]]

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[["dc.bibliographiccitation.journal","Strategic Management Journal"],["dc.contributor.author","Oehmichen, Jana"],["dc.contributor.author","Firk, Sebastian"],["dc.contributor.author","Wolff, Michael"],["dc.contributor.author","Maybuechen, Franz"],["dc.date.accessioned","2021-04-14T08:29:23Z"],["dc.date.available","2021-04-14T08:29:23Z"],["dc.date.issued","2021"],["dc.identifier.doi","10.1002/smj.3269"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/82884"],["dc.language.iso","en"],["dc.notes.intern","DOI Import GROB-399"],["dc.relation.eissn","1097-0266"],["dc.relation.issn","0143-2095"],["dc.title","Standing out from the crowd: Dedicated institutional investors and strategy uniqueness"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]