• Link, K. (2016): Paradoxe Führung. Eine Sowohl-als-auch-Perspektive in der Organisation verankern. zfo-Zeitschrift Führung + Organisation 85(5): 342-347.
• Garaus, C./Güttel, W./ Konlechner, S./Koprax, I./Lackner, H./Link, K./Müller, B. (2016): Bridging knowledge in ambidextrous HRM systems: Empirical evidencefrom Hidden Champions. International Journal of Human Resource Management 27(3): 355-381.
• Link, K./Müller, B. (2015): Delegating HR work to the line: Emerging tensions andinsights from a paradox perspective. Zeitschrift für Personalforschung 29(3-4): 280-302.
• Güttel, W./Konlechner, S./Trede, J. (2015): Standardized individuality versus individualized standardization: The role of the context in structurallyambidextrous organizations. Review of Managerial Science 9: 261-284.
• Güttel, W./ Müller, B. (2017): Komplexes Kontextmanagement – der „neue“ Weg des Personalmanagements?! In: Erfolgreich in turbulenten Zeiten, Hrsg. Güttel, W., 127-134. Augsburg, München: Hampp.

„Management of complexity in times of disruptive change“

(OeNB-Jubiläumsfondprojekt No. 16550)

• Organisations dealing with complexity
• Tensions and paradox as triggers for long-term sustainable growth
• Managing paradox

• Ars Electronica: Since its foundation in 1979, art, technology, and society have always been and still remain the central pillars of AE. Its development over such a long period of time, make AE an internationally unique organization whose study yields valuable insights into the role of complexity and paradoxical tensions for organizational development.
• „Hidden Champions“: Mid-sized companies in different high-tech manufacturing industries, that successfully balance innovation (exploration) and efficency (exploitation) for their long-term success.
• Leading tensions: Leaders approaches of dealing with tensions and paradox.