A Contingency-Based View of Chief Executive Officers' Early Warning Behaviour: An Empirical Analysis of German Medium-Sized CompaniesSpringer Science & Business Media, 23/01/2008 - 271 من الصفحات Foreword With early warning of CEOs in small and medium-sized companies, Andreas Kirschkamp has found a highly relevant and, up to this point, mainly unexplored research area as a field for his dissertation thesis. In a first step, he confirms the results of traditional contingency theory which show a strong link between environmental uncertainty and strategic sensemaking. In a second step and as the actual core of this study, he elaborates on the link between personality traits of CEOs and their strategic sensemaking. Thus, he sees his study in the tradition of an “extended contingency theory”. The underlying framework originates from Lewin/Stephens 1994 who distinguish eight attitudes as determinants of organizational design. Kirschkamp empirically shows that six of these attitudes have significant explanatory influence on the design variables. However, egalitarianism and degree of moral reasoning do not have any explanatory power within this context. Regarding the relationship between early warning behavior and success, Kirschkamp finds that successful CEOs differ in their use of sources from their less successful peers. They use internal, impersonal and external, personal sources more than managers of organizations with low success in early warning do. The managers with effective early warning behavior scan with a broader scope, delegate less, interpret with more and different partners, and more intensively. However, no difference can be observed as for the frequency of scanning, tool support and fixity of time for interpretation. |
المحتوى
| 7 | |
| 8 | |
Summary of Operational and Strategic Early Warning | 14 |
Contingency Theory as an Approach to Explain Early Warning Behavior | 27 |
Deduction of Hypotheses | 51 |
E Operationalization of the Research Model | 87 |
F Methodological Conception of the Analysis | 105 |
Example of a Reflective Construct | 117 |
G Results of the Empirical Analysis | 149 |
Sources Used by Successful and Unsuccessful Organizations | 154 |
Empirical Valuation of Hypotheses | 160 |
Results of the Valuation of Hypotheses about the Relationship | 171 |
H Final Thoughts and Outlook | 195 |
Appendix | 211 |
Warning Behavior | 217 |
Bibliography | 227 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
According achievement analysis analyzed applied approach attitudes Bereich CEOs clusters companies considered Construct context contingency theory contingency variables correlation criteria Daft Dependence design variables determined developed diversity of internal early warning behavior effect Egalitarianism empirical endogenous environment environmental uncertainty example executives exist exogenous variable explained explanatory external external sources factors Figure findings Fixity formative four groups higher hypotheses Impersonal important Indicators individuals influence Intensity of Interpretation internal models issues Lewin and Stephens literature locus of control Machiavellianism managers means measures Miller Moral Reasoning need for achievement Operationalization organizational organizational structure organizations perceived strategic uncertainty Performance Personal Sources positive relationship presented Reflective result risk propensity scanning frequency scope of scanning sectors shows significant specific structure success of early t-Value Table task Technologien tolerance for ambiguity tool support Trust validated Valuation values variables of early variance Yasai-Ardekani and Nystrom
مقاطع مشهورة
الصفحة ii - Führung einen für die Theorie und Praxis zentralen Stellenwert einnimmt. The series presents research results in the field of management accounting and control. It is based on a behavioral view of management accounting where the assurance of management rationality is of central importance for both theory and practice.
الصفحة 62 - Uncertainty is defined as the difference between the amount of information required to perform the task and the amount of information already possessed by the organization (1973, p.
الصفحة 45 - Models: deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action.
الصفحة 125 - ... a qualitative (eg, sex, race, class) or quantitative (eg, level of reward) variable that affects the direction and/or strength of the relation between an independent or predictor variable and a dependent or criterion variable" (Baron and Kenny, 1986, 1174).
الصفحة 15 - ... scanning for information about events and relationships in a company's outside environment, the knowledge of which would assist top management in its task of charting the company's future course of action.
الصفحة 231 - Bourgeois, LJ (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments.
الصفحة 106 - Manufacture of machinery and equipment nec 30 Manufacture of office machinery and computers 3 1 Manufacture of electrical machinery and apparatus nec 32 Manufacture of radio, television and communication equipment and apparatus 33 Manufacture of medical, precision and optical instruments, watches and clocks 34 Manufacture of motor vehicles, trailers and semi-trailers 35 Manufacture of other transport equipment 36 Manufacture of furniture, manufacturing...
الصفحة 20 - Ansoff (1980) and focuses attention on the recognition and resolution of strategic issues— "forthcoming developments, either inside or outside the organization, which are likely to have an important impact on the ability of the enterprise to meet its objectives.
الصفحة 32 - the structure of an organization is not an immutable given, but rather a set of complex variables about which managers can exercise considerable choice' (GW Dalton, PR Lawrence and JW Lorsch, Organizational Structure and Design 1970, p.
الصفحة 60 - G3 °4 half the data given to him by his subordinates, then A will receive a total of 1/64 of all the information, or 64 units per time period. The winnowing process will have omitted 98.4 per cent of the data originally gathered. Second, the quality of information finally received by A -- that is, its substantive content -- will probably be very different from that originally put into the communications system at the lowest level.