An integrative model of leadership behavior

Decades of questionnaire and interview studies have revealed various leadership behaviors observed in successful leaders. However, little is known about the actual behaviors that cause those observations. Given that lay observers are prone to cognitive biases, such as the halo effect, the validity of theories that are exclusively based on observed behaviors is questionable. We thus follow the call of leading scientists in the field and derive a parsimonious model of leadership behavior that is informed by established psychological theories. Building on the taxonomy of Yukl (2012), we propose three task-oriented behavior categories (enhancing understanding, strengthening motivation and facilitating implementation) and three relation-oriented behavior categories (fostering coordination, promoting cooperation and activating resources), each of which is further specified by a number of distinct behaviors. While the task-oriented behaviors are directed towards the accomplishment of shared objectives, the relation-oriented behaviors support this process by increasing the coordinated engagement of the team members. Our model contributes to the advancement of leadership behavior theory by (1) consolidating current taxonomies, (2) sharpening behavioral concepts of leadership behavior, (3) specifying precise relationships between those categories and (4) spurring new hypotheses that can be derived from existing findings in the field of psychology. To test our model as well as the hypotheses derived from this model, we advocate the development of new measurements that overcome the limitations associated with questionnaire and interview studies.     

When do Public Managers Imitate Each Other? Mimetic Decision Making in Contracting Decisions of Danish Municipalities

Using organizational new institutional theory, this paper explores a core mechanism underlying contracting decisions in public organizations. A central proposition of this branch of institutional theory is that uncertainty leads to organizational isomorphism. The present study investigates this proposition by asking: When does perceived uncertainty lead public managers to imitative behavior in contracting out decisions? Contrary to most previous studies, we apply an individual level approach and relate different types of perceived uncertainty of decision makers to mimetic decision making. We define mimetic decision making as when decision makers deliberately obtain information about other organizations in order to possibly imitate them. In a survey of Danish municipal managers facing important and complex contracting decisions, we test our hypotheses about three types of perceived uncertainty and mimetic decision making. The results show that technological uncertainty is strongly related to mimetic decision making among public managers. However, we do not find significant results for either volume uncertainty or performance uncertainty. The paper illustrates how uncertainty, through mimetic decision making, is connected to organizational isomorphism. It further highlights that future studies should pay attention to the multidimensionality of uncertainty and its consequences.     

Self-management competencies in self-managing teams: Their impact on multi-team system productivity

This research examined how composition of individual capabilities within self-managed teams translates into greater effectiveness for multi-team systems (MTS) in which teams are embedded. We investigated how a broad range of self-management competencies by team members aggregate to form a collective construct that influences productivity of a team network. In a semiconductor plant, we surveyed 716 members from 97 self-managed teams in 21 MTS. We found that MTS comprising teams whose members widely practice self-management strategies attain higher productivity gains and that multi-team systems consisting of highly cohesive teams of self-managers are the most productive.     

An Examination of the Relationship Between Absorptive Capacity and Organizational Learning,and a Proposed Integration

Since its inception, the concept of absorptive capacity has been closely linked with notions of organizational learning. Yet the precise nature of the relationship between these two concepts has never been established. This relationship is examined in a variety of ways, and it is suggested that the literature on these two concepts shares a conceptual affinity which needs to be delineated. It is suggested that absorptive capacity (a dynamic capability) is a concrete example of organizational learning that concerns an organization's relationship with new external knowledge. Using the 4I Model for organizational learning ( Crossan, M.M., Lane, H.W. and White, R.E. (1999 ). An organizational learning framework: from intuition to institution. Academy of Management Review, 24, 522–537) and Zahra and George's conceptualization of absorptive capacity ( Zahra, S.A. and George, G. (2002 ). Absorptive capacity: a review, reconceptualization, and extension. Academy of Management Review, 27, 185–203), this paper proposes an integration of the two concepts.     

Measuring operational excellence: an operational excellence profitability (OEP) approach

The pursuit of operational excellence in the manufacturing industry is at rise but its measurement still lacks of appropriate indicators to determine its financial benefits. The ambiguity is due to the impact arisen from manufacturing fluctuations such as price and cost, production mix and direct and indirect parameters variations. Manufacturing fluctuations distort the cost benefit of operational excellence. This paper, therefore, proposes the OEP (Operational Excellence Profitability) indicators to isolate the impact of manufacturing fluctuation and distinctly identify the payback of operational excellence strategies and initiatives through cost benefits of achieving higher efficiency and yield. The paper presents the conceptual and mathematical development of the proposed OEP indicators and the formulas used for their calculation. Hypothetical and industrial-based investigations and applications of the OEP indicators are conducted for their validation. The results obtained from the hypothetical exercise and industrial case suggest that OEP indicators can provide an effective cost-benefit analysis of operational excellence. This would contribute in providing manufacturing organizations with more complete information regarding the performance of their processes, which will allow their directors and managers to take better decisions related to the management and improvement of their processes.     

Interactive profit-planning systems and market turbulence: A dynamic capabilities perspective

This article describes, theorizes and empirically investigates the concept of interactive profit-planning systems (PPS) through the lens of the dynamic capabilities logic. With this conceptualization: interactive PPS capabilities comprise budgeting, forecasting and results-reporting routines, in which top and middle managers interact to create knowledge for sensing, seizing, and business model reconfiguring (to manage strategic business change). Survey data from 331 Australian firms is analyzed employing partial least squares structural equation modeling. The data provides support for two hypotheses: (1) greater market turbulence strengthens the positive effect of interactive PPS capabilities on business unit performance; and (2) greater market turbulence strengthens the positive effect of flexibility values (of organizational culture) on interactive PPS capabilities. Our findings show that interactive PPS capabilities function according to the salient tenets of the dynamic capabilities logic, and clarify the beneficial roles of formal cybernetic control systems and the intertwined involvement of top and middle managers in using dynamic capabilities.     

Pre‐Going Private Ownership Around the World

Going private transactions are often highly leveraged, and give rise to potential agency conflicts among existing shareholders. But who exactly are those shareholders, and under what legal conditions are these transactions more likely to occur? We examine ownership structure prior to going private transactions in 33 countries around the world from 2002 to 2014. The data indicate strong and consistent evidence that pre‐going private ownership is characterized by higher institutional and corporate ownership. Family ownership lowers the probability of a public to private transaction. Stronger creditor rights increase the probability of going private, particularly for whole company and institutional buyouts.     

Let's Call it Quits: Break‐Even Effects in the Decision to Stop Taking Risks

“Chasing” behavior, whereby individuals, driven by a desire to break even, continue a risky activity (RA) despite incurring large losses, is a commonly observed phenomenon. We examine whether the desire to break even plays a wider role in decisions to stop engaging in financially motivated RA in a naturalistic setting. We test hypotheses, motivated by this research question, using a large data set: 707,152 transactions of 5,379 individual financial market spread traders between September 2004 and April 2013. The results indicate strong effects of changes in wealth around the break‐even point on the decision to cease an RA. An important mediating factor was the individual's historical long‐term performance. Those with a more profitable trading history were less affected by a fall in cash balance below the break‐even point compared to those who had been less profitable. We observe that break‐even points play an important role in the decision of nonpathological risk takers to stop RAs. It is possible, therefore, that these nonpathological cognitive processes, when occurring in extrema, may result in pathological gambling behavior such as “chasing.” Our data set focuses on RAs in financial markets and, consequently, we discuss the implications for institutions and regulators in the effective management of risk taking in markets. We also suggest that there may be a need to consider carefully the nature and role of “break‐even points” associated with a broader range of nonfinancially‐focused risk‐taking activities, such as smoking and substance abuse.