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Publications of Professorship

We would like to give an overview of selected published articles that we have created. Further publications by the individual employees can be found in the respective web profiles on the team pages.


  • Kindermann, B., Salge, T. O., Wentzel, D., Flatten, T. C., & Antons, D. (2022). Dynamic capabilities for orchestrating digital innovation ecosystems: Conceptua integration and research opportunities. Information and Organization, 100422.
  • Kindermann, B., Schmidt, C. V. H., Pulm, J., & Strese, S. (2022). The Double-Edged Sword of Entrepreneurial Orientation: A Configurational Perspective on Failure in Newly Public Firms. Entrepreneurship Theory and Practice, 10422587221111724.
  • Kraljev, Marko; Kindermann, Bastian; and Flatten, Tessa, "TECHNOLOGY CLUSTERS AMONG FINTECHS: EXPLORING THE SIGNALING OF TECHNOLOGY SCOPE AND THE ROLE OF REGULATION" (2022). ECIS 2022 Papers. 16. ecis2022_rip/16 (VHB-Ranking: B)
  • Kindermann, B., Schmidt, C. V. H., Burger, O., & Flatten, T. C. (2022). Why teams matter in customer involvement–The moderating effects of team social cohesion and team autonomy. Journal of Business Research, 146, 70-83.
  • König, A. K. P., Schmidt, C. V. H., Kindermann, B., Schmidt, M. A. P., & Flatten, T. C. (2022). How individuals learn to do more with less: The role of informal learning and the effects of higher-level education and unemployment in Ghana. Africa Journal of Management, 1-24.


  • Schmidt, C. V. H., & Flatten, T. C. (2021). Crossover of resources within formal ties: How job seekers acquire psychological capital from employment counselors. Journal of Organizational Behavior, 1– 16.
  • Kraljev, Marko; Flatten, Tessa; and Kindermann, Bastian, "FinTechs Playing in the Sandbox — The Effect of Interacting Signals on Funding" (2021). ICIS 2021 Proceedings. 14. (VHB: A)
  • Schmidt, C. V. H., Kindermann, B., Behlau, C. F., & Flatten, T. C. (2021). Understanding the effect of market orientation on circular economy practices: The mediating role of closed-loop orientation in German SMEs. Business Strategy and the Environment, 1– 17.
  • Bachmann, J., Ohlies, I. & Flatten, T. (2021). Effects of Entrepreneurial Marketing on New Ventures’ Exploitative and Exploratory Innovations: The Moderating Role of Competitive Intensity and Firm Size, Industrial Marketing Management 92. 87-100.


  • Kindermann, B., Beutel, S., Garcia de Lomana, G., Strese, S., Bendig, D. & Brettel, M. (forthcoming). Digital Orientation: Conceptualization and Operationalization of a New Strategic Orientation, European Management Journal.
  • Benning, L. & Flatten, T. (2020). How Do New Technology Ventures Grow? A Theory of Planned Behavior Based Assessment of Inorganic Growth, International Journal of Globalisation and Small Business 11(2), 88-113.


  • Waleczek, P., von den Driesch, T., Flatten, T. & Brettel, M. (2019). On the Dynamic Bundles behind Operations Management and Research and Development, European Management Journal 37(2), 175-187.


  • Mergemeier, L., Moser, J. & Flatten, T. (2018). The Influence of Multiple Constraints along the Venture Creation Process and on Start-up Intention in Nascent Entrepreneurship, Entrepreneurship & Regional Development, Vol. 30, Issue 7-8, 1-29.
  • Waleczek, P., Zehren, T. & Flatten, T. (2018). Start‐up financing: How founders finance their ventures' early stage, Managerial and Decision Economics.
  • Gavilanes, J., Brettel, M. & Flatten, T. (2018). Content Strategies for Digital Consumer Engagement in Social Networks: Why Advertising Is an Antecedent of Engagement, Journal of Advertising.


  • Bendig, D., Strese, S., Flatten, T., DaCosta, M. & Brettel, M. (2017). On Micro-Foundations of Dynamic Capabilities: A Multi-Level Perspective Based on CEO Personality And Knowledge-Based Capital, Long Range Planning.


  • Adams, D. R., Flatten, T. C., Brinkmann, H., & Brettel, M. (2016): Consequences and Antecedents of Absorptive Capacity in a Cross-Cultural Context, International Journal of Innovation Management, 20(01), 1650003.
  • Grühn, B., Strese, S., Flatten, T., Jäger, N. & Brettel, M. (2016). Temporal Change Patterns of Entrepreneurial Orientation: A Longitudinal Investigation of CEO Successions, Entrepreneurship Theory and Practice, Volume 41, Issue 4, pp. 591–619.
  • Strese, S., Adams, D., Flatten, T. & Brettel, M. (2016). Corporate Culture and Absorptive Capacity: The Moderating Role of National Culture Dimensions on Innovation Management, International Business Review, Volume 25, Issue 5, pp. 1149–1168.
  • Strese, S., Keller, M., Flatten, T. C., & Brettel, M. (2016). CEOs' Passion for Inventing and Radical Innovations in SMEs: The Moderating Effect of Shared Vision. Journal of Small Business Management.
  • Strese, S., Meuer, M. W., Flatten, T. C., & Brettel, M. (2016): Examining Cross-Functional Coopetition as a Driver of Organizational Ambidexterity. Industrial Marketing Management, 57, 40-52.
  • Strese, S., Meuer, M., Flatten, T. & Brettel, M. (2016). Organizational Antecedents of Cross-functional Coopetition: The Impact of Leadership and Organizational Structure on Cross-functional Coopetition, Industrial Marketing Management, Volume 53, pp. 42–55.


  • Brettel, M., Reich, J., Gavilanes, J. & Flatten, T. (2015). What Drives Advertising Success on Facebook? An Advertising Effectiveness Modell, Journal of Advertising Research, Volume 55, Issue 2, pp. 162-175.
  • Flatten, T., Adams, D. & Brettel, M. (2015). Fostering Absorptive Capacity through Leadership, Journal of World Business, Volume 50, Issue 3, pp. 519 -534
  • Flatten, T., Engelen, A., Möller, T. & Brettel, M. (2015). How Entrepreneurial Firms Profit From Pricing Capabilities: An Examination of Technology-Based Ventures, Entrepreneurship Theory and Practice, Volume 39, Issue 5, pp. 1111–1136.
  • Von den Driesch, T., Da Costa, M., Flatten, T. & Brettel, M. (2015). How CEO Experience, Personality, and Network Affect Firms’ Dynamic Capabilities, European Management Journal, Volume 33, Issue 4, pp. 245–256.
  • Werhahn, D., Mauer, R., Flatten, T. & Brettel, M. (2015). Validating Effectual Orientation as Strategic Direction in the Corporate Context, European Management Journal, Volume 33, Issue 5, pp. 305 -313.


  • Brettel, M., Chomik, C., & Flatten, T. (2014): How Organizational Culture Influences Innovativeness, Proactiveness, and Risk-Taking – Fostering Entrepreneurial Orientation in SMEs, Journal of Small Business Management.
  • Engelen, A., Schmidt, S., Kube, H. & Flatten, T. (2014). Entrepreneurial Orientation in Turbulent Environments: The Moderating Role of Absorptive Capacity, Research Policy, Volume 43, Issue 8, pp. 1353–1369.


  • Engelen, A., Brettel, M., Flatten, T., & Thalmann, J. (2013): The Effect of Organizational Culture on Entrepreneurial Orientation: A Comparison between Germany and Thailand, Journal of Small Business Management.


  • Brettel, M., Oswald, M., & Flatten, T. (2012): Alignment of Market Orientation and Innovation as a Success Factor: A five-country Study, Technology Analysis & Strategic Management, 24(2), S. 151-165.
  • Brettel, M., Strese, S. & Flatten, T. (2012). Improving the Performance of Business Models with Relationship Marketing Efforts – an Entrepreneurial Perspective, European Management Journal, Volume 50, pp. 85–98.


  • Brettel, M., Greve, G., & Flatten, T. (2011): Giving up Linearity: Absorptive Capacity and Performance, Journal of Managerial Issues, 13(2), S. 164-188.
  • Flatten, T., Engelen, A., Zahra, S. & Brettel, M. (2011). A Measure of Absorptive Capacity: Scale Development and Validation, European Management Journal, Volume 29, Issue 2, pp. 98–116.
  • Flatten, T., Greve, G. & Brettel, M. (2011). Absorptive Capacity and Firm Performance in SMEs: The Mediating Influence of Strategic Alliances, European Management Review, Volume 8, Issue 3, pp. 137–152.

Location & approach

The campus of TU Dort­mund University is located close to interstate junction Dort­mund West, where the Sauerlandlinie A 45 (Frankfurt-Dort­mund) crosses the Ruhrschnellweg B 1 / A 40. The best interstate exit to take from A 45 is "Dort­mund-Eichlinghofen" (closer to Campus Süd), and from B 1 / A 40 "Dort­mund-Dorstfeld" (closer to Campus Nord). Signs for the uni­ver­si­ty are located at both exits. Also, there is a new exit before you pass over the B 1-bridge leading into Dort­mund.

To get from Campus North to Campus South by car, there is the connection via Vogelpothsweg/Baroper Straße. We recommend you leave your car on one of the parking lots at Campus North and use the H-Bahn (suspended monorail system), which conveniently connects the two campuses.

TU Dort­mund University has its own train station ("Dort­mund Uni­ver­si­tät"). From there, suburban trains (S-Bahn) leave for Dort­mund main station ("Dort­mund Hauptbahnhof") and Düsseldorf main station via the "Düsseldorf Airport Train Station" (take S-Bahn number 1, which leaves every 20 or 30 minutes). The uni­ver­si­ty is easily reached from Bochum, Essen, Mülheim an der Ruhr and Duisburg.

You can also take the bus or subway train from Dort­mund city to the uni­ver­si­ty: From Dort­mund main station, you can take any train bound for the Station "Stadtgarten", usually lines U41, U45, U 47 and U49. At "Stadtgarten" you switch trains and get on line U42 towards "Hombruch". Look out for the Station "An der Palmweide". From the bus stop just across the road, busses bound for TU Dort­mund University leave every ten minutes (445, 447 and 462). Another option is to take the subway routes U41, U45, U47 and U49 from Dort­mund main station to the stop "Dort­mund Kampstraße". From there, take U43 or U44 to the stop "Dort­mund Wittener Straße". Switch to bus line 447 and get off at "Dort­mund Uni­ver­si­tät S".

The H-Bahn is one of the hallmarks of TU Dort­mund University. There are two stations on Campus Nord. One ("Dort­mund Uni­ver­si­tät S") is directly located at the suburban train stop, which connects the uni­ver­si­ty directly with the city of Dort­mund and the rest of the Ruhr Area. Also from this station, there are connections to the "Technologiepark" and (via Campus Süd) Eichlinghofen. The other station is located at the dining hall at Campus Nord and offers a direct connection to Campus Süd every five minutes.

The AirportExpress is a fast and convenient means of transport from Dortmund Airport (DTM) to Dortmund Central Station, taking you there in little more than 20 minutes. From Dortmund Central Station, you can continue to the university campus by interurban railway (S-Bahn). A larger range of international flight connections is offered at Düsseldorf Airport (DUS), which is about 60 kilometres away and can be directly reached by S-Bahn from the university station.

The facilities of TU Dortmund University are spread over two campuses, the larger Campus North and the smaller Campus South. Additionally, some areas of the university are located in the adjacent "Technologiepark".

Street navigation from and to the TU Dortmund University:

OpenStreetMap Routing Machine

The document and the graphic represent the motorways and federal highways around the TU Dortmund University in a very simplified way:

Environment map (PDF)

Environment map (graphic)

This interactive map helps you find and navigate between facilities and buildings on campus:

Interactive campus map

This document contains a simple campus map in German and English:

Campus map (PDF)