The effects of personality composition and decision-making processes on change preferences of self-managing teamsThe effects of personality composition and decision-making processes on change preferences of self-managing teams
van Witteloostuijn, Arjen
Faculty of Applied Economics
Antwerp :UA, 2011[*]2011
Research paper / UA, Faculty of Applied Economics ; 2011:002
University of Antwerp
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 selfmanaging 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.