Suchergebnisse

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.

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.

"Derzeitige Ansätze der Führungsforschung deuten darauf hin, dass die generellen Vorstellungen der Mitarbeiter über Führungskräfte und Führungsprozesse maßgeblich bestimmen wie diese auf ihre tatsächlichen Führungskräfte im Alltag reagieren. Die zur Analyse dieses Prozesses zur Verfügung stehenden Instrumente sind bisher jedoch für die Forschung hierzulande wenig geeignet. Im vorliegenden Artikel werden zwei effiziente und für deutsche Organisationsforschung adäquatere Instrumente zur Erfassung von Führungskraft-Kategorisierung vorgestellt. Zum einen wurde ein Messinstrument auf der Basis einer Reanalyse des deutschen GLOBE Datensatzes mit 471 Führungskräften entwickelt, zum anderen wurde ein piktorales Messinstrument für selbigen Kontext adaptiert. Eine Untersuchung in einem Unternehmen (N = 104) bestätigt die konvergente wie auch die Kriteriumsvalidität der beiden Instrumente sowie die Anwendbarkeit zur Aufklärung abhängiger Maße wie etwa der personalen Identifikation mit der Führungskraft sowie affektivem Commitment und Respekt dieser gegenüber. Eine weitere Studie (N = 524) repliziert diese Ergebnisse an einer heterogenen Arbeitnehmerstichprobe. Die zukünftigen Anwendungsmöglichkeiten beider Instrumente werden diskutiert."[Autorenreferat]

PurposeTraditional approaches to business processes and their management consider the "people dimension" as an antecedent of process performance. The authors complemented this approach by considering employees as process perceivers and thus taking an employee-centered perspective on business processes. The authors investigated dimensions of healthy business processes, that is, processes which, while promoting performance, foster employee well-being.Design/methodology/approachBased on a qualitative dataset and two quantitative studies, the authors developed and validated a scale for healthy business processes, interpreted it from a salutogenic perspective and tested relationships with people and performance outcomes.FindingsThe scale comprises four factors reflecting the three dimensions of the salutogenic concept "sense of coherence": manageability was represented by the factors process tools and process flexibility; comprehensibility was represented by the factor process description; and meaningfulness was represented by the factor management support. The scale and its subscales were significantly related to people and performance outcomes.Originality/valueThe authors propose that health-oriented business process management and performance-oriented business process management are two components of an integrated business process management that favors neither a functionalist, efficiency-oriented approach nor an employee-oriented approach, but takes both approaches and their interaction equally into account in the sense of person-process fit.