Alle Publikationen
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2018
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(2018): The interplay of rules, asymmetries in language fluency, and team dynamics in culturally diverse teams. In: Cross Cultural & Strategic Management 25 (1), S. 157-182. DOI: 10.1108/CCSM-08-2016-0157
DOI: https://doi.org/10.1108/CCSM-08-2016-0157 Abstract: Purpose: The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency asymmetries. Design/methodology/approach: Using a case-study research design, the authors investigated three multicultural project teams within a management integration program in a multinational company in France. Their complete data set includes 37.5 hours of observations and 49 hours of semi-structured interviews. Findings: Findings revealed that subgroups formed on the basis of language-fluency and this affected the development and implementation of rules. While rule-setting mechanisms emerged across teams, they varied in form. On the one hand, tightly structured rules emerged and rules were rigidly applied when there were greater language inequalities. In contrast, implicit behavior controls guided interactions when language-fluency subgroupings were less salient. The findings also revealed that the alignment of other individual attributes with language fluency reinforced subgroup divisions, further impacting the rule development and implementation processes. Practical implications: Understanding rule development and implementation in culturally diverse teams and how these processes are impacted by language disparities enables managers to help members develop more successful behavioral patterns by keeping language-fluency (and other) attributes in mind. Originality/value: The study extends and complements previous team research by providing in-depth insights into the process of rule development and implementation. It demonstrates the impact of language-fluency asymmetries and subgroup dynamics on these processes. The authors propose a model to capture the processes by which culturally diverse teams create rules, and how the rule-setting mechanisms might be moderated by faultlines such as language-based disparities. (PsycINFO Database Record (c) 2018 APA, all r ights re served) zitiert von 1
2017
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(2017): The Hazard of Teetering at the Top and Being Tied to the Bottom. The Interactive Relationship of Power, Stability, and Social Dominance Orientation with Work Stress. In: Applied Psychology 66 (4), S. 653-673. DOI: 10.1111/apps.12104
DOI: https://doi.org/10.1111/apps.12104 Abstract: This study examines the roles of power, stability, and social dominance orientation (SDO) for work stress. Initial laboratory research has demonstrated that power and the stability of one's power position interact to influence stress. Using a sample of Chinese managers, we replicate and extend this finding in an organisational field setting, illustrating that the interactive role of power and stability hinges on individuals' SDO. Individuals higher (but not lower) in SDO experienced more work stress in unstable high‐power and stable low‐power positions, compared to their counterparts in stable high‐power and unstable low‐power positions. These results underscore the role of stability for understanding the power–stress relationship and emphasise individual differences in needs and motivations as an important boundary condition. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2017): 66 Gebote systemischen Denkens und Handelns in Management und Beratung. 1. Auflage. Heidelberg, Neckar: Carl-Auer Verlag GmbH (Management)
Abstract: In Form von 66 Geboten werden kurze, kompakte Anleitungen und Anregungen zum systemischen Denken und Handeln in Management und Beratung gegeben. Die Gebote sind als Irritationen konzipiert. Sie sollen dazu anregen, den komplexen, unübersichtlichen Alltag der Beratung und des Managements ein wenig "anders" zu sehen. Die Gebote zeigen auf, was es heißt, "in Systemen zu denken", wie Führung und Management zu verstehen sind und wie man unter Beobachtung systemischer Interventionsprinzipien Veränderungen initiieren kann. Zehn Gebote betreffen jeweils eins der sechs Themenfelde "Erkenntnis", "soziale Systeme", "Organisation", "Führung", "Interventionstheorie", "Interventionsprinzipien". Die verbleibenden sechs Gebote verkörpern grundlegende systemische Ideen und Prinzipien. Jedes Gebot ist mit einer passenden Illustration versehen. - Inhalt: (1) Zehn Gebote zur systemischen Erkenntnismethode. (2) Zehn Gebote zum Denken in sozialen Systemen. (3) Zehn Thesen zur Organisation. (4) Zehn Thesen zu Management und Führung. (5) Zehn Thesen zur Interventionstheorie. (6) Zehn Thesen zu nützlichen Interventionsstrategien und -prinzipien. (7) Grundlegende systemische Ideen und Prinzipien. zitiert von 5
2016
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(2016): Lernkultur und Kompetenzentwicklung. In: Personal quarterly 68 (2), S. 6-8
Abstract: Im Gesprach mit Karlheinz Sonntag wird die Bedeutung der Organisationskultur fur die Kompetenzentwicklung von Beschaftigten auf betrieblicher und individueller Ebene beleuchtet. Neben Voraussetzungen einer Erfassung der Lernkultur, die eine Ableitung fundierter Human-Resource-Aktivitaten ermoglicht, werden Wechselwirkungen zwischen Lernkultur und Kompetenzentwicklung betrachtet. Daruber hinaus wird auf die Rolle von Fuhrungskraften bei der Pflege von Lernkultur und der Ausgestaltung forderlicher Lernumgebungen, den Nutzen von Kompetenzmanagementsystemen und notwendige Kompetenzen im Zusammenhang mit einer zunehmenden Flexibilisierung der Arbeitsverhaltnisse eingegangen.
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(2016): When Justice Promotes Injustice. Why Minority Leaders Experience Bias When They Adhere to Interpersonal Justice Rules. In: Academy of Management Journal 59 (4), S. 1150-1173. DOI: 10.5465/amj.2014.0275
DOI: https://doi.org/10.5465/amj.2014.0275 Abstract: Accumulated knowledge on organizational justice leaves little reason to doubt that organizational members benefit when leaders adhere to interpersonal justice rules. However, upon considering how justice behaviors influence subordinates’ cognitive processes, we predict that interpersonal justice has a surprising, unintended negative consequence. Supervisors who violate interpersonal justice rules trigger subordinates to search for reasons why their supervisors are threatening them, causing subordinates to be more attuned to supervisors’ individual characteristics and therefore unlikely to use stereotypes when evaluating them. In contrast, supervisors who adhere to interpersonal justice rules allow subordinates to divert attention away from them, leading subordinates’ judgments of their supervisors to be influenced by stereotypes. Consistent with these predictions, using field data we found that minority supervisors faced bias relative to Caucasian supervisors when s uperviso rs adhered to—but not when they violated—interpersonal justice rules. We replicated this effect in an experiment and established that it is explained by an alternating pattern of stereotype application and inhibition: the stereotype that minority supervisors are more deceitful than Caucasians influenced fairness judgments when supervisors adhered to—but not when they violated—interpersonal justice rules. We then conducted exploratory analyses and identified one factor (unit size) that mitigates this troubling pattern. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 5
2013
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(2013): Organizational social structures for software engineering. In: ACM Computing Surveys 46 (1), S. 1-35. DOI: 10.1145/2522968.2522971
Abstract: Software engineering evolved from a rigid process to a dynamic interplay of people (e.g., stakeholders or developers). Organizational and social literature call this interplay an Organizational Social Structure (OSS). Software practitioners still lack a systematic way to select, analyze, and support OSSs best fitting their problems (e.g., software development). We provide the state-of-the-art in OSSs, and discuss mechanisms to support OSS-related decisions in software engineering (e.g., choosing the OSS best fitting development scenarios). Our data supports two conclusions. First, software engineering focused on building software using project teams alone, yet these are one of thirteen OSS flavors from literature. Second, an emerging OSS should be further explored for software development: social networks. This article represents a first glimpse at OSS-aware software engineering, that is, to engineer software using OSSs best fit for the problem.
Keywords: Computerwissenschaft, cultural implications, governance, Human Factors, IMPACT, information trust, KNOWLEDGE COMMUNITIES, knowledge management, Management, model, NETWORKS, organizational decision-making, Organizational social structures, Organizational Social Structures (OSS), QUALITY, social adaptivity, social context, social networks, social structure, software organizations, software practice, user perspective, users, WORKCommunities 2009
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(2009): Beruflich in Spanien. Trainingsprogramm für Manager, Fach- und Führungskräfte. Göttingen: Vandenhoeck & Ruprecht (Handlungskompetenz im Ausland)
2003
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(2003): Cultural intelligence. Individual interactions across cultures. Stanford, Calif.: Stanford business books. Online verfügbar unter http://www.loc.gov/catdir/enhancements/fy0710/2003001558-b.html
2000
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(2000): A Cross-Cultural Study on Escalation of Commitment Behavior in Software Projects. In: MIS Quarterly 24 (2). DOI: 10.2307/3250940
Abstract: One of the most challenging decisions that a manager must confront is whether to continue or abandon a troubled project. Published studies suggest that failing software projects are often allowed to continue for too long before appropriate management action is taken to discontinue or redirect the efforts. The level of sunk cost associated with such projects has been offered as one explanation for this escalation of commitment behavior. What prior studies fail to consider is how concepts from risk-taking theory (such as risk propensity and risk perception) affect decision makers' willingness to continue a project under conditions of sunk cost. To better understand factors that may cause decision makers to continue such projects, this study examines the level of sunk cost together with the risk propensity and risk perception of decision makers. These factors are assessed for cross-cultural robustness using matching laboratory experiments carried out in three cultures (Finland, the Netherlands, and Singapore). With a wider set of explanatory factors than prior studies, we could account fora higher amount of variance in decision makers' willingness to continue a project. The level of sunk cost and the risk perception of decision makers contributed significantly to their willingness to continue a project. Moreover, the risk propensity of decision makers was inversely related to risk perception. This inverse relationship was significantly stronger in Singapore (a low uncertainty avoidance culture) than in Finland and the Netherlands (high uncertainty avoidance cultures). These results reveal that some factors behind decision makers' willingness to continue a project am consistent across cultures while others may be culture-sensitive. Implications of these results for further research and practice are discussed.
Keywords: Business Studies, culture sensitive, DE-ESCALATION, DETERMINANTS, Disziplin, Einfluss von wirtschaftlichen/finanziellen Konsequenzen, entscheiden, escalation of commitment behavior, FRAMEWORK, Information, INVOLVEMENT, Kultur, Kulturtheorie, Management, risk perception, risk propensity, Risk-Taking, software project management, STRUCTURAL EQUATION MODELS, sunk cost, SUNK COSTS
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