Soziale Gemeinschaften können nicht ohne freiwillige, intrinsisch motivierte Beiträge zu Kollektivgütern florieren. Wir zeigen, welche institutionellen Bedingungen aus Sicht der psychologischen Ökonomie intrinsische Motivation fördern oder verdrängen. Gerade die in der Praxis verbreiteten variablen Leistungslohnsysteme können eine negative Wirkung auf die intrinsische Motivation der Mitarbeiter haben. Positiv auf die intrinsische Motivation wirken Partizipationsmechanismen, prozedurale Fairness, normativ geprägte Entscheidungskontexte und marktgerechte Löhne.
The interaction of Top Management Team (TMT) and Middle Managers (MMs) is central to effective strategy formulation and implementation, but researchers have remained notably silent on the actual nature of this interaction. In this paper, we specify the functions of the TMT-MM interface, and formulate a series of propositions that link TMT and MMs' interaction processes, role behaviors, and trust to strategic decision quality and implementation quality. Studying the interface provides a new avenue for both TMT and MM research and enhances insight into the impact of TMTs on organizational performance.
This study provides insight about the process of top management teams' (TMTs') sensemaking about leadership of middle managers-a process that has so far been neglected by researchers. In a longitudinal case study design, the authors analyzed observational data from 23 TMT meetings and transcripts from interviews with TMT members. Results indicate that TMT sensemaking consisted of images of middle managers, the TMT self-image, and reflection on action and action planning. Furthermore, the importance of TMT unity in actions toward middle managers is highlighted as an important aspect of TMT leadership. It is suggested to incorporate TMT sensemaking about leadership, as well as actual leadership actions toward middle managers, as processes for explaining how TMT composition influences organizational performance.
