Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 333-353 |
| Journal | Managerial and Decision Economics |
| Volume | 32 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - 2011 |
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The effects of personality composition and decision-making processes on change preferences of self-managing teams : A business simulation. / Mühlfeld, K.; van Doorn, J.; van Witteloostuijn, A.
In: Managerial and Decision Economics, Vol. 32, No. 5, 2011, p. 333-353.Research output: Contribution to journal › Article › Scientific › peer-review
TY - JOUR
T1 - The effects of personality composition and decision-making processes on change preferences of self-managing teams
T2 - A business simulation
AU - Mühlfeld, K.
AU - van Doorn, J.
AU - van Witteloostuijn, A.
PY - 2011
Y1 - 2011
N2 - Team decision-making on organizational and strategic changes is pervasive. Yet, little is known about determinants of teams' change preferences. We analyze how composition with respect to personality traits associated with (pro-)active behavior (locus of control and type-A/B behavior) influences self-managing teams' preferences for the likelihood and magnitude of changes, and whether participative decision-making and team monitoring as core features of group decision-making counteract or reinforce change tendencies. Results from a business simulation with 42 teams largely support predictions. Stronger type-A orientation increases the likelihood of (drastic) changes. Teams dominated by internal locus of control members are highly responsive to performance feedback in their change preferences. Participative decision-making encourages, whereas team monitoring restricts tendencies towards extreme magnitudes.
AB - Team decision-making on organizational and strategic changes is pervasive. Yet, little is known about determinants of teams' change preferences. We analyze how composition with respect to personality traits associated with (pro-)active behavior (locus of control and type-A/B behavior) influences self-managing teams' preferences for the likelihood and magnitude of changes, and whether participative decision-making and team monitoring as core features of group decision-making counteract or reinforce change tendencies. Results from a business simulation with 42 teams largely support predictions. Stronger type-A orientation increases the likelihood of (drastic) changes. Teams dominated by internal locus of control members are highly responsive to performance feedback in their change preferences. Participative decision-making encourages, whereas team monitoring restricts tendencies towards extreme magnitudes.
U2 - 10.1002/mde.1539
DO - 10.1002/mde.1539
M3 - Article
VL - 32
SP - 333
EP - 353
JO - Managerial and Decision Economics
JF - Managerial and Decision Economics
SN - 0143-6570
IS - 5
ER -