Lehrstuhl für Corporate Management and Change –

Einblicke in Themen der Unternehmensführung, Strategie und Veränderungsprozesse.

Über uns

Professor Dr. Ayse Karaevli ist Inhaberin des Lehrstuhls für Corporate Management and Change. Sie promovierte in Betriebswirtschaftslehre an der Boston University und schloss ihr Postdoc-Studium an der Kellogg School of Management der Northwestern University ab. Professor Karaevli forscht im breiten Themenfeld der Unternehmensstrategie, wobei ihr Hauptinteresse der strategischen Unternehmensführung und den betrieblichen Veränderungsprozessen gilt. Aktuell bietet der Lehrstuhl Lehrveranstaltungen zu den Themen Führung in betrieblichen Veränderungsprozessen, Verhandlungsstrategien und -fähigkeiten sowie strategisches Verhandeln an.

Mehr Infos über Prof. Dr. Karaevli 

Unsere Forschung

Wir erforschen, was Leadership, Strategie und Veränderungsprozesse bewirken –
Und bieten wertvolle Einblicke in die Unternehmenssteuerung.

Unser wissenschaftliches Interesse gilt den Bereichen strategische Führung, Unternehmensstrategie und betriebliche Veränderungsprozesse. Dabei fokussieren wir uns auf folgende Forschungsfelder:

  • Nachfolge auf CEO- und oberster Führungsebene
  • Die Macht der Führungskräfte
  • Arbeitsmärkte für Führungskräfte 
  • Familienbesitz und Governance

Ausgewählte Veröffentlichungen von Prof. Dr. Ayse Karaevli.

Drawing from the family business perspective, this study provides insights into how the heterogeneity arising from founding family structures explains why particular business groups grow extensively, while others faced with similar external market conditions do not, and how the effects of founding family structure change over time. We test our hypotheses by using a unique, hand-collected, and extensive panel dataset which contains information of the full demographic history of founding families and all public and private companies founded/acquired or divested over the 1925-2012 period for 51 business groups in Turkey. Consistent with our hypotheses, our findings show that family size is a major positive determinant of the number of affiliated firms and the group scope. This effect is more strongly driven by sons compared to daughters. Business groups also grow more extensively when the first-born child is male. These family effects are stronger in the early developmental period of the business groups.


When academic researchers, business commentators, and boards of directors have debated the merits of hiring new CEOs from outside the firm, the implicit or explicit assumption typically made is that outsider CEOs will provide an advantage in achieving strategic change. In this study, we challenge this assumption by employing a duality perspective on stability/change, and we provide an original conceptual framework to posit that it is the presence of corporate stability (ordinary succession, a long-tenured predecessor CEO, and good firm performance) that allows outsider CEOs to generate a greater degree of post-succession strategic change. We use extensive longitudinal data from US airline and chemical industries between 1972 and 2010 to test our hypotheses, and we discuss how our supportive findings challenge long-standing assumptions regarding the outsider succession–strategic change relationship, and we advocate embracing the non-intiutive notion that stable (unstable) conditions can be enablers (barriers) of strategic change for outsider CEOs.


[Translate to German:]

On average, CEOs recruited from outside the company perform about the same as those who come up through the ranks, the authors’ research suggests. But there are certain circumstances in which outsider CEOs tend to do better.

This study seeks to reconcile inconsistent findings on the performance consequences of new CEO origin. Drawing on five decades of empirical research on CEO succession outcomes, I develop a more refined theoretical conceptualization and a finer-grained measurement of the underlying construct of the insider vs. outsider CEO, and build and test a more comprehensive and nuanced framework of the succession context. A longitudinal investigation of the U.S. airline and chemical industries (1972–2002) indicates that new CEO ‘Outsiderness’, conceptualized as a continuum raging from new CEOs who have a greater combination of firm and industry tenure to those who have no experience in the firm and the industry, has no main effect on post-succession firm performance. However, significant moderating effects are found when environmental munificence, pre-succession firm performance, and concomitant strategic and senior executive team changes are considered. Together, these findings highlight the need to consider both pre- and post-succession contextual factors for evaluating the performance effects of new CEO outsiderness. Copyright © 2007 John Wiley & Sons, Ltd.


Zeige mehr

Lehre ist uns wichtig –
Wir bieten Studierenden neue Perspektiven.

Professor Karaevli hält zurzeit Lehrveranstaltungen zu folgenden Themenbereichen ab:

  • Verhandlungsstrategien und -fähigkeiten
  • Internationale Geschäftsstrategien
  • Führen in betrieblichen Veränderungsprozessen

Informationen für Bewerber um eine Promotion

Zurzeit besteht keine Kapazität weitere Doktoranden am Lehrstuhl für Corporate Management and Change anzunehmen. Sobald eine Position frei wird, wird es hier veröffentlicht. Wir bedauern, dass wir keine Anfragen per E-Mail oder Telefon beantworten können.



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Wir freuen uns auf Ihre Anfrage.

Professor Ayse Karaevli


+49 (0)261 6509 331

Susen Schilo

Persönliche Assistentin

+49 (0)261 6509 721