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

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  • MUEHLFELD, Katrin
  • VAN DOORN, Jenny
  • VAN WITTELOOSTUIJN, Arjen

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.

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  • MUEHLFELD, Katrin & VAN DOORN, Jenny & VAN WITTELOOSTUIJN, Arjen, 2011. "The effects of personality composition and decision-making processes on change preferences of self-managing teams," Working Papers 2011002, University of Antwerp, Faculty of Business and Economics.
    • Handle: RePEc:ant:wpaper:2011002
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    References listed on IDEAS

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    1. Ad de Jong & Ko de Ruyter & Martin Wetzels, 2005. "Antecedents and Consequences of Group Potency: A Study of Self-Managing Service Teams," Management Science, INFORMS, vol. 51(11), pages 1610-1625, November.
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    Keywords

    Change preferences; self-managing teams; Team personality composition; Team decision-making processes; Business simulation;
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