The effects of personality composition and decision-making processes on change preferences of self-managing teams
AbstractTeam 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, type-A/B behavior) influences selfmanaging 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 performance feedback in their change preferences. Participative decision-making encourages while team monitoring restricts tendencies towards extreme magnitudes.
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Bibliographic InfoPaper provided by University of Antwerp, Faculty of Applied Economics in its series Working Papers with number 2011002.
Length: 45 pages
Date of creation: Apr 2011
Date of revision:
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Web page: https://www.uantwerp.be/en/faculties/applied-economic-sciences/
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Change preferences; self-managing teams; Team personality composition; Team decision-making processes; Business simulation;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2011-05-24 (All new papers)
- NEP-BEC-2011-05-24 (Business Economics)
- NEP-CBE-2011-05-24 (Cognitive & Behavioural Economics)
- NEP-EXP-2011-05-24 (Experimental Economics)
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