Michael Hartmann ©MATT STARK photography

Dr. Michael Hartmann

Graduiertenkolleg "DCR"

E-Mail hartmann@europa-uni.de

Research Interests

  • Business Policy & Strategy
  • Dynamic Capabilities
  • Organizational Development & Change 

Michael Hartmann: Vita


April 2014 - present: Doctoral Program in Dynamic Capabilities and Relationships


  • European University Viadrina Frankfurt (Oder) and the German Graduate School of Management and Law, Heilbronn, Germany 

October 2011 – March 2014: Studies of Law (LL.M. in Business Law)


  • Part-Time-Program, German Graduate School of Management and Law, Heilbronn, Germany 

October 2007 – September 2009: Studies of Management (M.Sc. in Business Management)


  • Part-Time-Program, Leeds University Business School, United Kingdom

Otober 2002 – September 2005: Studies of Business Administration (Dipl. Betriebswirt (BA))


  • University of Cooperative Education, Mosbach in Collaboration with Wirth Fulda


Professional Background

March 2010 – March 2014: Divisional Manager


  • IWETEC Fulda (Supplier of Workshop Tools and Welding Technology, 500 Employees), Germany

October 2005 – February 2010: Key Account Manager


  •  Dura Group Fulda (Manufacturer of Automotive Interior Components, 500 Employees), Germany

October 2002 – September 2005: Trainee Program focused on Sales and Marketing


  • Wirth Fulda (Manufacturer of Technical Textiles, 500 Employees), Germany

Michael Hartmann: Current Research Projects

Current Research Projects Michael Hartmann


Topic: Critique in Organizations and Organizational Development

Description: Although generally motivated to raise issues, speak up, and make suggestions, people in organizations and firms are often reluctant to speak about critical issues and express critique because they fear negative consequences. In particular, they fear such consequences that might have a negative effect on their social relationships and, in turn, on their social capital they need to act successfully in organizations. Quite contrary, critique as such can also be used to create or maintain social exclusion, to create social status, and as a defense mechanism to keep organizational practices intact and resist organizational change initiatives. Despite the fact that critique is an important source for organizational learning and development, the way critique is practiced and how individuals deal with it at work has rarely been addressed in the management literature. Because critique is an integral part of organizational life (it happens every day in every organization) and in learning processes, it might account in large for why organizations differ in their ability to constantly improve and maintain a “fit” with their external environment. This project investigates how critique is socially construed in organizations and how it affects organizational development. I draw on qualitative data and the case study method to explore the phenomenon of critique in organizations.

Topic: Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change

Description: Previous research has emphasized the importance of social relationships for managerial performance outcomes and strategic change initiatives. However, the way in which social relations affect managers’ success in achieving strategic change remains unaddressed. In this project, I draw on the literature on dynamic managerial capabilities and on relational models theory to investigate the effects of social relations on the outcomes of strategic change. By focusing on the capabilities of sensing opportunities and threats, seizing opportunities, and reconfiguring resources, I explore how social relations impact strategic change in organizations. This project is a conceptual work that will be presented at the Strategic Management Conference in Denver in October 2015 and has been nominated for the SMS Best Conference Paper Price.