It provides the scientific foundation for the models underlying the Organization Twin. Rather than isolated studies, the research reflects a longitudinal learning process across organizations and contexts. Practice and research evolve together.
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Patterns of Leadership for Infrastructure Companies: An Applied Research and Case StudyAuthors: Herb Nold, Lukas Michel and Al Valentine Open Journal of Business and Management, 225, 13(5), 2025 This publication examines recurring leadership patterns in infrastructure companies operating under high reliability and long-term investment constraints. It highlights how clarity of roles, decision rights, and coordination precedes effective leadership action. The study shows that leadership effectiveness depends less on style than on systemic alignment. |
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Innovation in the Insurance Industry: A Diagnostic PerspectiveAuthors: Herb Nold, Lukas Michel and Jose Perez Journal of Advancements in Applied Business Research, Volume XI Number 3, 2022 This article explores innovation barriers in the insurance industry through a diagnostic lens. It demonstrates that innovation failure often results from unclear management logic rather than lack of ideas. The study positions diagnostic clarity as a prerequisite for deliberate innovation. |
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The Dunning-Kruger Effect on Organizational AgilityAuthors: Herb Nold and Lukas Michel Academy of Management Annual Meeting Proceedings, 6 July 2022 This study investigates how miscalibrated self-assessment affects organizational agility. It reveals that overconfidence at leadership level often obstructs learning and adaptation. The findings emphasize clarity and feedback as preconditions for agility. |
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Organizational Agility - Testing Validity and Reliability of a Diagnostic InstrumentAuthors: Herb Nold, Johanna Anzengruber, Marco Woelfle, Lukas Michel Journal of Organizational Psychology Vol. 18(3) 2018 This publication validates a diagnostic instrument for assessing organizational agility. It demonstrates how structured reflection enables reliable insight into adaptive capability. The study reinforces diagnostics as a means for clarity rather than evaluation. |
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Under What Conditions Do Rules-Based and Capability-Based Management Modes Dominate?Authors: Lukas Michel, Johanna Anzengruber, Marco Wölfle, Nick Hixson Special Issue Risks in Financial and Real Estate Markets Journal, 2018, 6, 32. Access the article here: http://www.mdpi.com/2227-9091/6/2/32 This article analyzes the conditions under which different management logics prevail. It distinguishes rule-based control from capability-based coordination. The findings support clarity in choosing management modes appropriate to context. |
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Big Data AnalyticsTransforming Data to Action Authors: Daniel Bumblauskas, Herb Nold, Paul Bumblauskas, Amy Igou Business Process Management Journal, 23(3), pp. 703-720, 2017 Purchase from Emerald Publishing This publication explores how organizations convert data into meaningful action. It shows that analytics alone do not create value without interpretive clarity. The study positions sense-making as the critical bridge between data and decision. |
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The Performance TriangleA Model for Corporate Agility Authors: Herb Nold and Lukas Michel Leadership & Organization Development" Journal, Vol. 37 No. 3, 2016. Purchase from Emerald Insights This article introduces the Performance Triangle as a systemic model of agility. It links performance to the interaction of goals, capabilities, and trust. The model supports clarity about performance conditions before intervention. |
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External Adaptability of Higher Education InstitutionsThe Use of Diagnostic Interventions to Improve Agility Authors: Rana Zeine, Cheryl A. Boglarsky, Patrick Blessinger, and Lukas Michel Change Management: An International Journal, Volume 13, Issue 4, 2014. Purchase the article from Common Grounds Publishers This study examines how higher education institutions adapt to external change. It demonstrates how diagnostic interventions foster shared understanding across stakeholders. Clarity emerges as a prerequisite for coordinated adaptation. |
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The Performance TriangleA Diagnostic Tool to Help Leaders Translate Knowledge into Action Author: Lukas Michel Organizational Cultures: An International Journal, Volume 12, Issue 2, June 2013. Purchase from Common Grounds Publishers This publication applies the Performance Triangle as a diagnostic learning tool. It shows how leaders translate insight into action through shared understanding. The focus is on clarity of conditions rather than prescriptive solutions. |
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Understanding Decision Making in Organizations......to focus its practices where it matters most. Author: Lukas Michel Measuring Business Excellence, Jan/Feb 07, Vol 11. Purchase from www.emeraldinsight.com This publications identifies the Leadership Scorecard and Toolbox as the means of leaders to establish clarity. |
