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Prof. Dr. Mark Ebers

Prof. Dr. Mark Ebers - Seminar for Business Administration, Corporate Development and Organization

Research focuses

Organization Design, Change Management, Social Capital, Innovation, Strategic Management, Organization Theory

Curriculum Vitae

  • Since 2016 Elected Member of the German Federal Research Association’s Review Board (DFG Fachkollegium 112), Business Administration
  • 2012 - 2013 Fellow Institute for Advanced Studies, Hebrew University, Jerusalem
  • Since September 2011 Academic Head of Working Group “Organization” in the Schmalenbach-Gesellschaft Deutsche Gesellschaft für Betriebswirtschaft e.V.
  • 2006 - 2007 Advanced Institute of Management (AIM) International Visiting Fellow. University of Strathclyde, Glasgow
  • 2007 Best Paper Award, German Academic Association for Business Research, for the publication „The dynamics of social capital and their performance implications: Lessons from biotechnology start-ups.” Administrative Science Quarterly, vol. 51, 2006, 262-292 (with Indre Maurer)
  • 2007 Best Paper Award of the European Group for Organizational Studies (EGOS) for Indre Maurer, Vera Bartsch, Mark Ebers and Svenja Knöpfler: “Learning in Project-Based Organizations: How Project Members‘ Social Capital Affects Effective Knowledge Transfer and Organizational Performance.“
  • Since 2004 Professor of Business Administration, Corporate Development and Organization, University of Cologne
  • Since July 2003 Member of the Board Schmalenbach-Gesellschaft Deutsche Gesellschaft für Betriebswirtschaft e.V.
  • Visiting Professor or Visiting Scholar at Harvard University, Harvard Business School, Columbia University, Bocconi University, Tilburg University, and New York University
  • 1994 - 2004 Professor of Business Administration, Management and Organization, Augsburg University
  • 1992 - 1994 Professor of Business Administration and Organization, Paderborn University
  • 1989 - 1990 John F. Kennedy Memorial Fellow, Harvard University, Cambridge, Mass., U.S.A.
  • 1985 - 1992 Assistant Professor (Hochschulassistent) at the Faculty of Business Administration, Mannheim University (Dr. rer. pol. habil.)
  • 1980 - 1985 Wiss. Angestellter. Graduate studies in Business Administration and Political Science at Mannheim University (Dr. rer. pol.)
  • 1974 - 1979 Studies of Business Administration, Hamburg University.

Selected Publications

  • Ebers, M. & Arbeitskreis Organisation der Schmalenbachgesellschaft, forthcoming. Organisationsmodelle für Innovation. ZfbF, DOI 10.1007/s41471-016-0021-x.
  • Ebers, M. & Maurer, I. 2016. To continue or not to continue? Drivers of recurrent partnering in temporary organizations. Organization Studies, 37(6), 2016, pp. 1861-1895.
  • Ebers, M., & Oerlemans, L. 2016. The variety of governance structures beyond market and hierarchy. Journal of Management, 42(6), pp. 1491–1529.
  • Ebers M. & Semrau, T. 2015. What drives the allocation of specific investments between buyer and supplier? Journal of Business Research 68(2): pp. 415-424.
  • Ebers, M., & Maurer, I. 2014. Connections count: How relational embeddedness and relational empowerment foster absorptive capacity. Research Policy, 43(2): 318-332.
  • Kieser, A., & Ebers, M. (Eds.). 2014. Organisationstheorien (7th ed.). Stuttgart: Kohlhammer.
  • Bartsch, V., Ebers, M., & Maurer, I. 2013. Learning in project-based organizations: The role of project teams' social capital for overcoming barriers to learning. International Journal of Project Management, 31(2): 239-251.
  • Cropper, S., Ebers, M., & Ring, P. S. (Eds.). 2013. Inter-organizational relations. 5 Volumes. Los Angeles: Sage.
  • Maurer, I., Bartsch, V., & Ebers, M. 2011. The Value of Intra-organizational Social Capital: How it Fosters Knowledge Transfer, Innovation Performance, and Growth. Organization Studies, 32(2): 157-185.
  • Cropper, S., Ebers, M., Huxham, C., & Ring, P. S. (Eds.). 2008. The oxford handbook of inter-organizational relations. Oxford: Oxford University Press.
  • Maurer, I., & Ebers, M. 2006. Dynamics of social capital and their performance implications: Lessons from biotechnology start-ups. Administrative Science Quarterly, 51(2): 262-292.