| Thirty years after Michael E. Porter: what do we know about business exit? C Decker, T Mellewigt Academy of Management Perspectives 21 (2), 41-55, 2007 | 124 | 2007 |
| How does the franchisor's choice of different control mechanisms affect franchisees’ and employee-managers’ satisfaction? T Mellewigt, T Ehrmann, C Decker Journal of Retailing 87 (3), 320-331, 2011 | 100 | 2011 |
| The impact of family ownership on innovation: Evidence from the German machine tool industry C Decker, C Günther Small Business Economics 48, 199-212, 2017 | 99 | 2017 |
| Consumer perceptions of co-branding alliances: Organizational dissimilarity signals and brand fit C Decker, A Baade Journal of brand management 23, 648-665, 2016 | 81 | 2016 |
| One size does not fit all: Entrepreneurial families’ reliance on family offices S Wessel, C Decker, KSG Lange, A Hack European Management Journal 32 (1), 37-45, 2014 | 76 | 2014 |
| How managers can build trust in strategic alliances: a meta-analysis on the central trust-building mechanisms M Meier, M Lütkewitte, T Mellewigt, C Decker Journal of Business Economics 86, 229-257, 2016 | 75 | 2016 |
| What drives contract design in alliances? Taking stock and how to proceed T Mellewigt, C Decker, B Eckhard Zeitschrift für Betriebswirtschaft 82, 839-864, 2012 | 64 | 2012 |
| What do we know about succession in family businesses? Mapping current knowledge and unexplored territory C Decker, K Heinrichs, P Jaskiewicz, SB Rau The Routledge companion to family business, 45-74, 2016 | 54 | 2016 |
| Business exit and strategic change: sticking to the knitting or striking a new path? C Decker, T Mellewigt British Journal of Management 23 (2), 165-178, 2012 | 47 | 2012 |
| Networks of clusters: A governance perspective E Schüßler, C Decker, F Lerch Industry and innovation 20 (4), 357-377, 2013 | 46 | 2013 |
| Stakeholders' impact on turnaround performance: The case of German savings banks C Decker Journal of Small Business Management 56 (4), 534-554, 2018 | 39 | 2018 |
| Exploring a secretive organization: What can we learn about family offices from the public sphere C Decker, KSG Lange Organizational Dynamics 42 (4), 298-306, 2013 | 39 | 2013 |
| Messung des Organisationserfolgs T Mellewigt, C Decker Organisations-Controlling: Konzepte und Praxisbeispiele, 51-82, 2006 | 39 | 2006 |
| Exploring entrepreneurship education effectiveness at British universities–an application of the World Café method C Decker-Lange, K Lange, S Dhaliwal, A Walmsley Entrepreneurship Education and Pedagogy 5 (1), 113-136, 2021 | 36 | 2021 |
| Problem-and inquiry-based learning in alternative contexts: Using museums in management education C Decker-Lange The International Journal of Management Education 16 (3), 446-459, 2018 | 34 | 2018 |
| Small steps for the big hit: A dynamic capabilities perspective on business networks and non-disruptive digital technologies in SMEs J Soluk, C Decker-Lange, A Hack Technological forecasting and social change 191, 122490, 2023 | 27 | 2023 |
| Costs of partner search and selection in strategic alliances T Mellewigt, C Decker Journal of Business Economics 84, 71-97, 2014 | 23 | 2014 |
| The drivers and implications of business divestiture: An application and extension of prior findings C Decker, T Mellewigt SFB 649 discussion paper, 2007 | 13 | 2007 |
| Conceptualising the entrepreneurship education and employability nexus A Walmsley, C Decker-Lange, K Lange Theorising Undergraduate Entrepreneurship Education: Reflections on the …, 2022 | 12 | 2022 |
| How to motivate people to put their money where their mouth is: What makes employees participate in electronic prediction markets? C Decker, IM Welpe, BH Ankenbrand Technological Forecasting and Social Change 78 (6), 1002-1015, 2011 | 12 | 2011 |
Thomas MellewigtProfessor of Strategic Management, Department of Management, Freie Universität Berlin, Germany在 fu-berlin.de 的电子邮件经过验证
