Suchergebnisse

In diesem leicht verständlichen Werk sind über zwanzig Jahre interkulturelle Führungs- und Organisationsforschung des GLOBE-Projekts (Global Leadership and Organizational Behavior Effectiveness) auf das Wesentliche zusammengefasst und für den Einsatz in der Praxis globaler Führung und Organisation aufbereitet. Die GLOBE-Ergebnisse werden vor dem Hintergrund der aktuellen Führungsforschung, der Kulturforschung und weiterer globaler Studien über interkulturelle Führung erläutert. Durch zahlreiche Anwendungsbeispiele und Gestaltungsansätze erfahren Sie, wie man mit GLOBE-Ergebnissen erfolgreich arbeiten kann. Inhaltliche Highlights mit starkem Praxisbezug sind u.a. universelle und kulturspezifische Merkmale effektiver Führung Entwicklung von Führungsleitbildern in globalen Unternehmen internationales 360-Grad-Feedback internationale Mitarbeiterbefragung in globalen Unternehmen Gesellschaftskulturen mit besonderer Attraktivität für Organisationen Die Zielgruppen Dieses Buch richtet sich an Führungsverantwortliche in Großunternehmen und im Mittelstand. Genauso anregend ist es für Organisations- und Personalentwickler, Unternehmensberater, Wirtschaftspsychologen und Wirtschaftswissenschaftler sowie für Studierende der Wirtschafts- und Organisationspsychologie, Betriebs- und Volkswirtschaft. Das Buch ist eine Bereicherung für alle, die sich mit Fragen des internationalen Führens und Organisierens beschäftigen. Der Autor Felix C. Brodbeck ist Univ.-Prof. Dr. phil. habil., Dipl. Psych. und Leiter des Lehrstuhls für Wirtschafts- und Organisationspsychologie am Department Psychologie der Ludwig-Maximilians-Universität, München sowie Gesellschafter und Partner der Logit Management Consulting GmbH, die auf befragungsgestützte Organisationsentwicklung internationaler Unternehmen spezialisiert ist

A dynamic model of group performance is suggested that combines the group learning approach and the combination of contributions approach. Three hypotheses are tested in two experiments, comparing individual training conditions with mixed group and individual training conditions on subsequent nominal and collective group performance of rule induction tasks under identical time constraints. As predicted, collective group performance improves as a function of group experience, nominal group performance improves as a function of improved individual resources for performing the task individually, and group experience reduces process losses by improving individuals' ability to collaborate efficiently. Several experiments from the literature that address issues of group learning are analyzed in the light of the propositions made in the dynamic model. Overall, theoretical and experimental approaches to investigating group learning phenomena are discussed.

Zusammenfassung: Studien zum Attraktivitätsstereotyp zeigen, daß physisch attraktiven Personen positivere Persönlichkeitseigenschaften zugeschrieben werden als unattraktiven Personen. Auswirkungen auf deren Persönlichkeit konnten in der bisherigen Forschung jedoch nicht nachgewiesen werden. Eine Ursache dafür wird in der allgemein geringen Korrespondenz zwischen fremd- und selbsteingeschätzter Attraktivität gesehen. In zwei Studien mit insgesamt 271 Vpn, bei denen die Darbietung der Stimuli variiert wurde, zeigen sich moderate Zusammenhänge zwischen physischer Attraktivität und bestimmten Persönlichkeitsmerkmalen bei jenen Personen, die eine hohe Korrespondenz zwischen fremd- und selbsteingeschätzter Attraktivität aufweisen. In den übrigen Personengruppen mit geringer Korrespondenz sind die in der Literatur beschriebenen niedrigen Zusammenhänge zwischen physischer Attraktivität und Persönlichkeit nachweisbar.

Purpose
Managing business processes means establishing and maintaining their regulatory power, i.e., their capacity to guide and shape the practice of users and stakeholders. The purpose of this paper is to examine how the regulatory power of standardized business processes can be established and managed.


Design/methodology/approach
Building on a theory of standardization and on qualitative data, the authors suggest a "model of self-reinforcing business process management."


Findings
Business process management consists of several phases (process design, process implementation, process application and process follow-up). A cyclical perspective on how these phases work together to create process legitimacy as presented in the model of self-reinforcing business process management can foster better understanding of the self-reinforcing dynamics of business process management.


Research limitations/implications
The paper offers starting points for interdisciplinary research on business process management. The proposed model should be further examined with regard to its usefulness for overcoming tensions and dynamics associated with standardization.


Practical implications
The model of self-reinforcing business process management provides a guideline for managers involved in planning, implementing, applying, or improving business processes or further areas of change-related organizational governance.


Originality/value
By modeling a cyclical sequence of business process management and highlighting the role of different kinds of legitimacy, the authors integrate functionalist and social perspectives on business process management in one model.

Investigating the team adaptation process in two laboratory experiments ( N = 144 teams, n = 504 participants), we found no benefits for teams with team adaptation experience (vs. without) nor for teams with external team adaptation experience (vs. with internal experience). Collective experience under routine and nonroutine conditions seems to provide teams with the resources to adapt. We further found that executing the team adaptation process did not always lead to high team performance; different team performance requirements might explain these findings. We discuss how our experimental findings can extend our understanding of team adaptation toward new boundary conditions.

Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies is a groundbreaking, large-scale project on international management research featuring contributions from nearly 18,000 middle managers from 1,000 organiz

"Shared information has a stronger impact on group decisions than unshared information. A prominent explanation for this phenomenon is that shared information can be socially validated during group discussion and, hence, is perceived as more accurate and relevant than unshared information. In the present study we argue that this explanation only holds for preference-inconsistent information (i.e., information contradicting the group members' initial preferences) but not for preference-consistent information. In Experiments 1 and 2 participants studied the protocol of a fictitious group discussion. In this protocol, we manipulated which types of information were socially validated. As predicted, social validation increased the decisional impact of preference-inconsistent but not preference-consistent information. In both experiments the effect of social validation was mediated by the perceived quality of information. Experiment 3 replicated the results of the first two experiments in an interactive setting in which two confederates discussed a decision case face-to-face with one participant." [author's abstract]

Research on diversity in teams and organizations has revealed ambiguous results regarding the effects of group composition on workgroup performance. The categorization—elaboration model (van Knippenberg et al., 2004) accounts for this variety and proposes two different underlying processes. On the one hand diversity may bring about intergroup bias which leads to less group identification, which in turn is followed by more conflict and decreased workgroup performance. On the other hand, the information processing approach proposes positive effects of diversity because of a more elaborate processing of information brought about by a wider pool and variety of perspectives in more diverse groups. We propose that the former process is contingent on individual team members' beliefs that diversity is good or bad for achieving the team's aims. We predict that the relationship between subjective diversity and identification is more positive in ethnically diverse project teams when group members hold beliefs that are pro-diversity. Results of two longitudinal studies involving postgraduate students working in project teams confirm this hypothesis. Analyses further reveal that group identification is positively related to students' desire to stay in their groups and to their information elaboration. Finally, we found evidence for the expected moderated mediation model with indirect effects of subjective diversity on elaboration and the desire to stay, mediated through group identification, moderated by diversity beliefs.