Upper echelons theory describes that executives are influenced by their personalities in strategic decision- making. However there has been demand for more direct measures of strategic decision makers' personalities. In this paper, profiling dimensions for strategic decision-makers personalities are defined. Our central argument is that the grouping of the dimensions inherent in core self evaluation and narcissism combined with sensitivity to criticism capture those elements of personality especially relevant in strategic decision-making behavior of top executives. We contribute to research on strategic decision-making by defining the personality of top executive decision-makers as (1) self esteem, (2) generalized self efficacy, (3) emotional stability, (4) locus of control, (5) exploitativeness/entitlement, (6) leadership/authority, (7) superiority/arrogance, (8) self absorptions/self admiration and (9) sensitivity to criticism.
This publication sheds light upon the question of how the personality and emotional traits of executives influence their decision making and leadership behavior. While recent strategic management research has started to recognize the relevance of an executive's personality traits as antecedents of organizational outcomes, this stream has called for a more fine-grained clarification of the psychological processes underlying executive decision making. In order to contribute to the understanding of these processes, a holistic model integrating the role of an expedient set of personality variables and anger in executive s decision making comprehensiveness as well as authenticity of transformational leadership is developed. Rebekka Sputtek sheds light upon the question of how the personality and emotional traits of executives influence their decision making and leadership behavior. While recent strategic management research has started to recognize the relevance of an executive's personality traits as antecedents of organizational outcomes, this stream has called for a more fine-grained clarification of the psychological processes underlying executive decision making. In order to contribute to the understanding of these processes, a holistic model integrating the role of an expedient set of personality variables and anger in executive s decision making comprehensiveness as well as authenticity of transformational leadership is developed.
Upper echelons theory describes that executives are influenced by their
personalities and perceptions in strategic decision-making. One
subordinate notion of upper echelons theory is that objectively observable
characteristics of executives can be used as a valid approximation of
executives' personalities and thereby serve as a predictor for strategic
decision-making. However, this notion has been questioned, and there has
been demand for more direct measures of strategic decision makers'
personalities and the psychological processes underlying strategic
decision-making. This paper aims at contributing to the explanation of
these psychological processes by defining dimensions to profile top
executives' personalities and developing a theory that explains the
relationship between this personality profile, anger and decision-making processes of top executives. Our central argument is that top executives' personality is linked to the decision-making process, and that anger mediates this relationship. This contributes to current research by (1) suggesting a comprehensive range of profiling dimensions, (2) investigating the influence of this personality on the emotion anger during the strategic decision-making process, and (3) analyzing if and how this personality directly influences strategic decision-making processes.
Genau wie die Konjunktur flachte 1992 auch die Akquisitionstätigkeit in der Maschinenbau-Branche ab. Aber nicht nur das. Auch potentielle Käufer verhielten sich diesem Wirtschaftszweig gegenüber zurückhaltender. Während Investoren 1991 noch 257mal bei Maschinenbau-Unternehmen zum Zuge kamen, engagierten sie sich im vergangenen Jahr nur noch in 180 Fällen.
Für Europa und insbesondere für Deutschland ist bislang kein Abklingen des Kooperations-Booms wie in den USA festzustellen. Dies ist ein Ergebnis einer aktuellen Analyse am Lehrstuhl für Planung, Organisation und Personalwirtschaft der Universität Duisburg zu den Unternehmenstransaktionen im 1. Halbjahr 1990. Die Kernthesen:
- 1990 wird ein neues M&A&A-Rekordjahr für Deutschland.
- Kooperationen und Strategische Allianzen gewinnen zunehmend an Bedeutung.
- Der Dienstleistungsbereich präsentiert sich einmal mehr als turbulenteste Branche.
- Horizontale Transaktionen bleiben die dominierende Transaktionsform.
- Der Europäische Binnenmarkt und die Öffnung der osteuropäischen Märkte lassen eine weiterhin steigende Zahl an Mergers & Acquisitions & Alliances prognostizieren.
Noch während der Arbeiten an der ersten Auflage des Lehrbuchs "Strategisches Management" der Professoren Günter Müller-Stewens und Christoph Lechner entstand die Idee eines Lernsystems, das auch eine eLearning-Komponente umfasst. 10 Jahre später haben in den von Dr. Jürgen Spickers geleiteten Management-Seminaren viele hundert Teilnehmende erfolgreich an umfassenden Blended Learnings teilgenommen. Ein Rück- und Ausblick.
Ein systemdynamischer Ansatz zur Erschliessung dynamischer Fähigkeiten im Unternehmen, inspiriert durch das Konzept des Aktivitätensystems von Porter und illustriert anhand eines Beispielfalls.
