The effects of personality composition and decision-making processes on change preferences of self-managing teams: A business simulation
Mühlfeld,K. van Doorn,J. van Witteloostuijn,A.
Mühlfeld,K.
van Doorn,J.
van Witteloostuijn,A.
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.
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2011
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Mühlfeld, K, van Doorn, J & van Witteloostuijn, A 2011, 'The effects of personality composition and decision-making processes on change preferences of self-managing teams : A business simulation', Managerial and Decision Economics, vol. 32, no. 5, pp. 333-353. https://doi.org/10.1002/mde.1539