Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance
| Autor: | Pawan V. Bhansing, Nachoem M. Wijnberg, Mark A.A.M. Leenders |
|---|---|
| Přispěvatelé: | Entrepreneurship & Innovation (ABS, FEB) |
| Rok vydání: | 2015 |
| Předmět: |
business.industry
media_common.quotation_subject 05 social sciences Public relations Organizational performance Dual (category theory) Orientation (mental) Multiple time dimensions Perception 0502 economics and business Market orientation Selection (linguistics) 050211 marketing Business and International Management Construct (philosophy) Psychology business Social psychology 050203 business & management media_common |
| Zdroj: | The Journal of Management and Governance, 20(4), 907-933. Springer New York |
| ISSN: | 1572-963X 1385-3457 |
| DOI: | 10.1007/s10997-015-9330-4 |
| Popis: | We investigate to what extent individual managers operating in a dual leadership structure have different perceptions of how well his/her organization is performing. Using selection system theory we develop hypotheses on the relationships between a leader’s selection system orientation and his/her perception of performance along multiple dimensions: market performance, expert performance and peer performance. The hypotheses are tested using dyadic data from 59 organizations in the performing arts led by two—hierarchically equivalent—managers. Our results show that dual leaders’ differences in terms of market orientation and expert orientation relate positively to perceived performance differences along the same dimensions. This relationship is not found with respect to peer selection orientation. Generally, the relationship between orientation differences and perceived performance differences is stronger if the process of interpreting signals to construct a perception of organizational performance leaves more room for equivocality and uncertainty. |
| Databáze: | OpenAIRE |
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