The Effects of Personality Composition and Decision-making Processes on Change Preferences of Self-managing Teams

Katrin Muehlfeld*, Jenny Van Doorn, Arjen Van Witteloostuijn

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-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
Number of pages21
JournalManagerial and Decision Economics
Volume32
Issue number5
DOIs
Publication statusPublished - 1 Jul 2011
Externally publishedYes

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