The effects of personality composition and decision-making processes on change preferences of self-managing teams

A business simulation

K. Mühlfeld, J. van Doorn, A. van Witteloostuijn

Research output: Contribution to journalArticleScientificpeer-review

Abstract

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.
Original languageEnglish
Pages (from-to)333-353
JournalManagerial and Decision Economics
Volume32
Issue number5
DOIs
Publication statusPublished - 2011

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Decision making
Chemical analysis
Industry
Monitoring
Feedback
Self-managing teams
Decision-making process
Preference change
Business simulation
Participative decision making
Locus of control

Cite this

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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 journalArticleScientificpeer-review

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