Prof. Dr. Christoph Dörrenbächer

Professor for Organizational Design and Behavior in International Business
Specialist area: International Business and Management, Strategic Management, International Human Resource Management
Professor

T: +49 (0)30 30877-1491
E: doerrenbaecher@hwr-berlin.de


Visitor's address
Schöneberg Campus
Building B
Room 507
Badensche Straße 50-51
10825 Berlin

Postal address
Hochschule für Wirtschaft und Recht Berlin
Schöneberg Campus
Badensche Straße 52
10825 Berlin
Germany

 

Academic and Professional Career

  • from April 2010, Professor for Organizational Design and Behavior in International Business
  • 2006-2010: Assistant Professor of International Business and Management University of Groningen/The Netherlands; 2007: Visiting Research Fellow: Manchester Metropolitan University, Centre for International Business and Innovation/UK
  • 2001-2006 : Senior Research Fellow Social Science Research Centre Berlin/Germany, Research Unit: Internationalization and Organization; 2002: Visiting Research Fellow: Central European University, Department of Political Science, Budapest/Hungary
  • 1997-2001: Senior Research Fellow Free University Berlin/Germany, Faculty of Business and Economics as well as Faculty of Social Sciences ; 1998: PhD from the Faculty of Social Sciences
  • 1989-1995: Research Fellow: FAST - Research Group for International Economics, Industrial and Technology Policy, Berlin/Germany
  • 1988: Visiting Research Fellow: United Nations Centre on Transnational Corporations, Information Analysis Division, New York/USA
  • 1983-88 Study of Political Science and Law, Saarland University, Saarbrücken/Germany and Free University Berlin/Germany, 1988: Diploma (MA equiv.) in Political Science, Free University Berlin/Germany
  • 1977-1980 Trained Retail Salesman, In-firm Training at “Gebrüder Sinn AG”, Saarbrücken/Germany

Key Aspects of practise

  • Consulting of organizations, management and corporate stakeholders in the field of international strategy and organisation, intra-firm competition, production relocation, formation of European works councils.

International contacts (e. g.)

  • I am involved in several international research co-operations including the Copenhagen Business School/Denmark, the University of Surrey/UK, the German University of Cairo, Egypt and the Social Science Research Centre Berlin /Germany
  • I regularly present my work at international conferences such as the annual meetings of EGOS (European Group for Organizational Studies), EIBA (European International Business Academy) and AIB (Academy of International Business).
  • I am a reviewer to several renowned academic journals including the Journal of Management Studies, Organization Studies, Human Relations, Journal of International Management, Management International Review, International Journal of Conflict Management, Multinational Business Review etc.

Awards/Honours

  • 2013: Appointed member of the core organizing team ETUI Network: ‘MNC strategies and their implications for labour and employment’
  • 2011: Appointed editor-in-chief, 2009: appointed co-editor of ‘Critical Perspectives of International Business’ (CPoIB)
    www.emeraldinsight.com/products/journals/journals.htm
  • 2006: Appointed as external examiner of the University of Surrey
  • 2000: Appointed as external expert to the Enquête Commission of the German Parliament „Globalization of the world economy “ on the issue of “Multinational corporations in international goods and service markets”

Expert for

  • Multinational corporations, International strategy and organization, Cross-cultural management, Headquarters-subsidiary relationships, Subsidiary management Micro-politics in multinational corporations, Multinational Corporations and public policy affairs

Key Aspects in Teaching

  • International business, International management
  • Corporate strategy
  • International human resource management
  • Organization theory, Organizational behavior
  • Management in Central and Eastern Europe

Research Projects and Fields

  • The Development of Foreign Subsidiaries in Germany, Denmark und the UK: The Impact of Subsidiary Autonomy and Network Relationships (together with Jens Gammelgaard, Copenhagen Business School/Denmark; Heinz Tüselmann, Manchester Metropolitan University/UK; Frank McDonald, Bradford University/UK; Andreas Stephan, Jönköping University/Sweden)
  • The Socio-political Constitution of Actors in Intra-firm Competition in Multinational Corporations (together with Florian Becker-Ritterspach, German University in Cairo)
  • Cross-border Strategies in the Global Brewery Industry (together with Mike Geppert, University of Surrey/UK; Jens Gammelgaard, Copenhagen Business School/Denmark; Frank Schirmer, TU Dresden/Germany; Rudi Schmidt, Universität Jena/Germany; Ian Taplin, Wake Forest University, North Carolina/USA)
  • Politics and Power in Multinational Corporation: An Empirical Study of German Subsidiaries in France and French Subsidiaries in Germany (together with Mike Geppert, University of Surrey/UK)
  • Subsidiary Role Development, Charter Gains and Charter Losses at German Subsidiaries in Central and Eastern Europe (together with Jens Gammelgaard, Copenhagen Business School/Denmark)
  • Corporate strategies of low cost airlines (together with the ICAROS consortium, somwp.som.surrey.ac.uk/icaros/)

Selected, current Publications

  • Full list of publications (pdf)

  • Publications in double-blind peer reviewed journals
    • Geppert, M. / Dörrenbächer, C. (2014, in print): Politics and power within multinational corporations: Mainstream studies, emerging critical approaches and suggestions for future research, International Journal of Management Reviews
    • Geppert, M. / Dörrenbächer, C. / Gammelgaard, J. / Taplin, I. (2013): Managerial risk-taking in international acquisitions in the brewery industry: Institutional and ownership influences compared, British Journal of Management, 24/3, 316-332
    • Gammelgaard, J, /McDonald, F/. Stephan, A. / Tüselmann, H.J/ Dörrenbächer, C. (2012)" The impact of increases in subsidiary autonomy and network relationships on performance" International Business Review, 21/6, 1158-1172
    • Roberts., J./ Dörrenbächer., C.(2012): The Futures of critical perspectives on international business, Critical Perspectives on International Business, 8/1, 4-13
    • Becker-Ritterspach, F./ Dörrenbächer C. (2011): An Organizational Politics Perspective on Intra-firm Competition in Multinational Corporations, Management International Review, 51/4, 533-559.
    • Dörrenbächer C./Gammelgaard, J. (2010): Multinational Corporations, Inter-organizational Networks and Subsidiary Charter Removals, Journal of World Business, 45/2, 206-216
    • Gammelgaard, J./Mc Donald, F./Tüselmann, H./ Dörrenbächer, C./Stephan, A. (2009): Subsidiary Role and Skilled Labour Effects in Small Developed Countries, Management International Review, 49/1, 27-42
    • Dörrenbächer, C./Gammelgaard, J. (2006): Subsidiary Role Development: The Effect of Micro-political Headquarters–subsidiary Negotiations on the Product, Market and Value-added Scope of Foreign-owned Subsidiaries, Journal of International Management, 12/3, 266-283


  • Edited volumes and Special issues
    • Gammelgaard,. J. / Dörrenbächer, C. (2013): (eds.) The Global Brewery Industry: Markets, Strategies and Rivalries, Edward Elgar, Cheltenham and Northampton (New Horizons in International Business Series)
    • Dörrenbächer, C. / Geppert, M. (2011): (eds.) Politics and Power in the Multinational Corporation. The role of Institutions, Interests and Identities, Cambridge University Press, Cambridge.
    • Dörrenbächer, C./Geppert, M. (2006) (eds.): Micro-politics and Conflicts in Multinational Companies, Special Issue, Journal of International Management ,12/3, Elsevier: Amsterdam u.a.

Selected dissertation topics

  • Internationalisation strategies (e.g, in specific industrial sectors or particular countries/regions in, for instance, central and eastern Europe)
  • International management (e.g. issues in company organisation, subsidiary management, and R&D in multinational corporations)
  • Intercultural management (e.g. issues in local adaptation, multicultural teams, cultural conflicts in multinational corporations)
  • Entry to international markets (e.g., international M&A, joint ventures, strategic alliances)