Dean of EHL Hospitality Business School
Expertise
Biography
Achim is a member of EHL Group’s Executive Leadership Team, Dean of EHL Hospitality Business School and a Full Professor at EHL Hospitality Business School.
However, his contributions go beyond his titles. Achim is a passionate advocate for academic excellence and plays a pivotal role as a catalyst for positive change within the school. His unwavering commitment to empowering others truly sets him apart and has been instrumental in the Graduate School's success.
With a PhD from the University of Geneva and a Habilitation from the University of Paris-Dauphine, Dr. Schmitt's commitment to intellectual growth and knowledge acquisition is unparalleled. He has joined EHL in 2013, and his dedication to pushing boundaries and creating multiple innovative graduate programs on national and international levels has solidified his reputation as a visionary leader.
Yet, Dr. Schmitt's journey to academia was not a conventional one. Prior to immersing himself in the world of higher education, he excelled as a turnaround consultant across German-speaking Europe, demonstrating his ability to navigate complex challenges with finesse. This unique combination of real-world experience and academic expertise allows him to bring a fresh perspective to his teaching and research.
Throughout his illustrious career, Dr. Schmitt has gained academic experience in esteemed positions at various international business schools (HEC Geneva, Columbia Business School, Universidad de los Andes, University of St. Gallen. Audencia Nantes, as well as China Europe International Business School among others) and has made significant contributions to top-tier academic journals (i.e. Harvard Business Review, Journal of Management Studies, Long Range Planning, MIT Sloan Management Review) and media outlets (i.e. Financial Times, Handelsblatt). His research in organization theory and strategic management, particularly in areas such as organizational decline, corporate turnarounds, and strategic renewal, has earned him recognition and respect within the academic community.
Beyond his academic pursuits, Dr. Schmitt's strategic acumen is highly sought-after in the private sector, where he serves on two distinguished boards, the Academic Advisory Board at CEIBS Europe, as well as the Editorial Board at Long Range Planning. His ability to translate his expertise into actionable insights for business success is truly remarkable. Dr. Achim Schmitt's passion, expertise, and commitment to academic excellence make him an inspiring leader at EHL Hospitality Business School.
"Education transcends the acquisition of knowledge; it becomes a transformative journey that empowers individuals to shape their own destiny and make a lasting impact in the dynamic landscape of various industries. Within the progressive environment of EHL Hospitality Business School, we cultivate the growth of future and existing human leaders who believe in the power of people in an increasingly digitalized world. In this way, we follow Aristotle’s spirit who once said: “educating the mind without educating the heart is no education at all”.
Awards
Education
Courses Taught
Teaching Location
Article
From snapshot to continuity : a dynamic model of organizational adaptation to environmental changes
Organizational change research has frequently examined organizations’ short-term responses to external change. However, such a short-term, linear time perspective fails to explain how firms adapt to changes that manifest themselves repeatedly and...
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Article
Balancing present needs and future options : how employees leverage social networks with clients
This paper applies a social capital perspective to study how business units leverage individuals’ external networks to explore and exploit resources outside the firm’s boundaries. We explore this matter inductively by analysing the development and...
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Article
Strategic renewal : past research, theoretical tensions and future challenges
Strategic renewal has become a prominent theme in a variety of organization and management research domains in recent years. It refers to the process that allows organizations to alter their path dependence by transforming their strategic intent and...
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Article
Brand experiential value for creating integrated resort customers’ co-creation behavior
The integrated resort brand is examined by expanding the focus from gambling customers to general customers. A total of 500 data were collected in South Korea to examine the impact of the experiential value of customers on their co-creation attitude...
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Article
This article offers an understanding of and reduces gaps in the existing literature regarding cognitive distortion (e.g. gambling fallacy) and problem gambling behaviour. The primary objective of this study is to develop a valid gambling fallacy...
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Article
Changing tires on a moving car : the role of timing in hospitality and service turnaround processes
Corporate turnaround processes consist of two main strategies: retrenchment and recovery. Whereas retrenchment focuses on efficiency and cost reduction, recovery entails strategic repositioning for long-term growth. Prior research has emphasized the...
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Article
Combining role theory with theories on hindrance stressors and intragroup conflict, we develop a model of the attitudinal and behavioral consequences of new employee orientation in hospitality organizations. We test hypotheses about main and...
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Article
Corporate decline and turnarounds in times of digitalization
The constant evolution of digital technologies in nearly every aspect of human life requires almost any firm to rethink its current business practices. Traditional industries transform or merge, offline businesses turn into online ones, business...
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Barker, V.L., Luger, A. Schmitt, A., & Xin, K.R. (2024). Corporate decline and turnarounds in times of digitalization. Long Range Planning, 20(1), 81-98. https://doi.org/10.1111/ijmr.12117.
Raub, S., Borzillo, S., Perretten, G. & Schmitt, A. (2021). New employee orientation, role-related stressors and conflict at work: Consequences for work attitudes and performance of hospitality employees. International Journal of Hospitality Management, 94, 102857.
Schmitt, A., Probst, G., & Tushman, (2020). The role of the board chair during a crisis. MIT Sloan Management Review; https://sloanreview.mit.edu/article/the-role-of-the-board-chair-during-a-crisis/.
Schmitt, A., Xin, K.; Langan, R. (2020). 3 biases that shaped CEOs’ pandemic response. Harvard Business Review, H05PWS, 549-561. https://store.hbr.org/product/research-3-biases-that-shaped-ceos-pandemic-response/H05PWS.
Schmitt, A., Raub, S., Schmid, S., & Harrigan, K.R. (2019). Changing tires on a moving car: the role of timing in hospitality and service turnaround processes. International Journal of Hospitality Management, 77, 549-561. https://doi.org/10.1016/j.ijhm.2018.08.019.
Ahn, J., Lee, C.K., Back, K.J., & Schmitt, A. (2019). Brand experiential value for creating integrated resort customers’ co-creation behavior. International Journal of Hospitality Management, 81, 104-112. https://doi.org/10.1016/j.ijhm.2019.03.009.
Back, K-J., Lee, C-K, Ahn, J., Schmitt, A., & Kim, H. (2019). A mixed method approach to developing a multidimensional scale for gambling fallacy in the Korean context. International Gambling Studies, 19(2), 220-240. https://doi.org/10.1080/14459795.2018.1541244.
Schmitt, A., Raisch, S., & Volberda, H.W. (2018). Strategic renewal: Past research, theoretical tensions and future challenges. International Journal of Management Reviews, 20(1), 81-98. https://doi.org/10.1111/ijmr.12117.
Josserand, E., Schmitt, A., & Borzillo, S. (2017). Balancing present needs and future options: How employees leverage social networks with clients. Journal of Business Strategy, 38(1), 14-21. https://doi.org/10.1108/JBS-01-2016-0003 .
Schmitt, A., Barker, V., Raisch, S., & Whetten, D. (2016). Strategic renewal in times of environmental scarcity. Long Range Planning, 49(3), 361-376. https://doi.org/10.1111/ijmr.12117.
Schmitt, A., & Klarner, P. (2015). From snapshot to continuity: A dynamic model of organizational adaptation to environmental changes, Scandinavian Journal of Management, 31(1), 3-13. https://doi.org/10.1016/j.scaman.2014.06.003.
Schmitt, A., & Raisch, S. (2013). Corporate turnarounds: The duality of retrenchment and recovery, Journal of Management Studies, (50)7, 1216-1244. https://doi.org/10.1111/joms.12045.
Borzillo, S., Schmitt, A., & Antino, M. (2012). Communities of practice: Keeping the company agile. Journal of Business Strategy, (33)6, 22-30. https://doi.org/10.1108/02756661211281480.
Schmitt, A., Borzillo, S., & Probst, G. (2012). Don’t let knowledge walk away: Knowledge retention during employee downsizing. Management Learning, 43(1), 52-73. https://doi.org/10.1177%2F1350507611411630.
Borzillo, S., Aznar, S., & Schmitt, A. (2011). A journey through communities of practice: How and why members move from the periphery to the core. European Management Journal, 29(1), 25-42. https://doi.org/10.1016/j.emj.2010.08.004.
Schmitt, A., Probst, G., & Tushman, M. (2010). Management in times of economic crisis: Insights into organizational ambidexterity. Management 13(3), 128-150. https://doi.org/10.3917/mana.133.0128.
Stadtler, L., Schmitt, A., Klarner, P., & Straub, T. (Eds.). (2010). More than Bricks in the Wall: Organizational Perspectives for Sustainable Success: A tribute to Professor Dr. Gilbert Probst. Springer Science & Business Media. Gabler Verlag: Wiesbaden. doi.org/10.1007/978-3-8349-8945-1.
Schmitt, A., & Raisch, S. (2010). Neither black nor white yet both: The shifting balance perspective of corporate turnarounds, Academy of Management Best Paper Proceedings: Montréal, Canada, 1-6. Doi.org/10.5465/AMBPP.2010.54499469.