Suchergebnisse

Integrated product teams (IPTs) manage the acquisition of modernized military equipment. Since acquisition processes are complex and multi-functional, product management team leaders are not experts in every phase of their projects. Therefore, team leaders rely on member expertise by serving as social architects to orchestrate collaborative work group cultures required to accomplish the teams' missions through shared leadership (Stagnaro & Piotrowski, 2013). Since a comprehensive search of literature revealed a lack of published field studies on shared leadership in product management teams, an in-depth qualitative study was conducted on a successful acquisition IPT that suggested the team portrayed the characteristics of shared leadership.

Top-Management-Entscheidungen haben einen erheblichen Einfluss auf die Performance eines Unternehmens. Die Art und Weise, wie auf der obersten Managementebene Entscheidungen getroffen werden, ist damit sowohl aus theoretischer als auch aus praktischer Sicht von zentraler Bedeutung für den unternehmerischen Erfolg. Stephan Bültel untersucht vor dem Hintergrund der aktuellen Corporate-Governance-Debatte, wodurch sich eine effektive Zusammenarbeit innerhalb des Vorstands einer Aktiengesellschaft auszeichnet. Auf Basis fundierter theoretischer und empirischer Erkenntnisse der angelsächsischen "Upper-Echelons"-Forschung und der allgemeinen Kleingruppenforschung der Sozialpsychologie entwickelt er ein umfassendes Erklärungsmodell der Effektivität von Top Management Teams. Das Hauptaugenmerk ist dabei auf die Prozess-Variable teaminternes Diskussionsverhalten gerichtet. Darauf aufbauend leitet er erste Handlungsempfehlungen zur Steigerung der Effektivität des Leitungsorgans einer Aktiengesellschaft ab.

PurposeThe purpose of this paper is to challenge the customary emphasis on masculine values in top management teams (TMTs) and offer a cultural feminist approach to improving women's participation in leadership roles in organisations.Design/methodology/approachThe paper builds on the theory of diversity and "difference", instead of "sameness", to demonstrate the relationship between feminine values, team member diversity, and team effectiveness. The paper develops a three‐tier approach to making better use of gender diversity in TMTs: unravel masculine hegemony in the workplace; create awareness of distinct values offered by women as team members and team leaders; and progress team diversity from the customary token representation to gender inclusive team structures and routines.FindingsThe paper suggests that TMTs benefit when learning to accommodate and integrate feminine values, along with masculine values, into an inclusive work culture that enhances teams' performing capacities.Research limitations/implicationsToken representation is only one dimension of gendered disadvantage. Several complex forms of gendered disadvantage reside at macro‐level or extra‐organisational layers of life. Therefore, tackling masculine hegemony should involve a multilevel approach that tackles gendered disadvantage in domains as wide as work, organisation, and society.Practical implicationsThrough the three‐tier framework for managing diversity in TMTs, the paper offers a practical way forward, moving beyond the current functional‐structured approach towards TMTs.Originality/valueThe paper argues that conventional diversity management practices remain influenced by a hegemonic masculine approach towards increasing women's participation in employment. Furthermore, a narrow emphasis on "sameness" instead of "diversity" of women and men reinforces male hegemony, contributing to the perpetuation of low numbers of women in TMTs.