The effects of personality composition and decision-making processes on change preferences of self-managing teams

Katrin Muehlfeld, Jenny van Doorn and Arjen van Witteloostuijn

Working Papers from University of Antwerp, Faculty of Business and Economics

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, 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 performance feedback in their change preferences. Participative decision-making encourages while team monitoring restricts tendencies towards extreme magnitudes.

Keywords: Change preferences; self-managing teams; Team personality composition; Team decision-making processes; Business simulation (search for similar items in EconPapers)
Pages: 45 pages
Date: 2011-04
New Economics Papers: this item is included in nep-bec, nep-cbe and nep-exp
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Persistent link: https://EconPapers.repec.org/RePEc:ant:wpaper:2011002

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