A Contingency-Based View of Chief Executive Officers' Early Warning Behaviour: An Empirical Analysis of German Medium-Sized Companies
Springer Science & Business Media, Jan 23, 2008 - Business & Economics - 271 pages
Foreword With early warning of CEOs in small and medium-sized companies, Andreas Kirschkamp has found a highly relevant and, up to this point, mainly unexplored research area as a field for his dissertation thesis. In a first step, he confirms the results of traditional contingency theory which show a strong link between environmental uncertainty and strategic sensemaking. In a second step and as the actual core of this study, he elaborates on the link between personality traits of CEOs and their strategic sensemaking. Thus, he sees his study in the tradition of an “extended contingency theory”. The underlying framework originates from Lewin/Stephens 1994 who distinguish eight attitudes as determinants of organizational design. Kirschkamp empirically shows that six of these attitudes have significant explanatory influence on the design variables. However, egalitarianism and degree of moral reasoning do not have any explanatory power within this context. Regarding the relationship between early warning behavior and success, Kirschkamp finds that successful CEOs differ in their use of sources from their less successful peers. They use internal, impersonal and external, personal sources more than managers of organizations with low success in early warning do. The managers with effective early warning behavior scan with a broader scope, delegate less, interpret with more and different partners, and more intensively. However, no difference can be observed as for the frequency of scanning, tool support and fixity of time for interpretation.
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B Understanding of Early Warning in Literature and Definition
German Terms in the Context of Environmental Analysis
Summary of Operational and Strategic Early Warning
Contingency Theory as an Approach to Explain Early Warning Behavior
Deduction of Hypotheses
E Operationalization of the Research Model
F Methodological Conception of the Analysis
Example of a Reflective Construct
G Results of the Empirical Analysis
Sources Used by Successful and Unsuccessful Organizations
Empirical Valuation of Hypotheses
Results of the Valuation of Hypotheses about the Relationship
H Final Thoughts and Outlook
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analysis analyzed Ansoff attitudes Burns and Stalker CEOs Chenhall classical contingency theory clusters Construct Internal context contingency variables correlation degree of delegation Degree of Tool delegation of scanning Description of Indicators design variables diversity of internal early warning behavior economic success Egalitarianism Elenkov empirical endogenous environment environmental uncertainty exogenous variable external sources fit criteria Fixity Götz and Liehr-Gobbers Ibid Impersonal influence Information Intensity of Interpretation internal models Kunden latent variable Lewin and Stephens locus of control Machiavellianism managers Moral Reasoning multicollinearity need for achievement Operationalization organizational structure partial least square Path Coefficients perceived strategic uncertainty Personal Sources Politisch/rechtlicher Bereich positive relationship risk propensity Rohstoffe/Zulieferer scanning frequency scanning sources scope of scanning sectors sensemaking Sormunen and Parks Soziokultureller Bereich success of early successful organizations t-Value Technologien tolerance for ambiguity tool support Toulouse Valuation of Hypotheses variables of early Variance Inflation Factor Wettbewerber Wirtschaftliche Rahmenbedingungen Yasai-Ardekani and Nystrom
Page ii - Führung einen für die Theorie und Praxis zentralen Stellenwert einnimmt. The series presents research results in the field of management accounting and control. It is based on a behavioral view of management accounting where the assurance of management rationality is of central importance for both theory and practice.