Team Locus-of-Control Composition, Leadership Structure, Information Acquisition, and Financial Performance: A Business Simulation Study

Boone, Christophe; Olffen, W. van; Witteloostuijn, A. van

doi:10.5465/amj.2005.18803929

Cited by 93 publications

(93 citation statements)

References 53 publications

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“…Individuals with an internal locus of control tend to believe that events are contingent upon their own behavior or relatively permanent characteristics. In the psychological literature, there is ample evidence that locus of control is a fundamental and stable personality trait, with clear behavioral consequences (Boone and De Brabander, 1993;Boone, Van Olffen and Van Witteloostuijn, 2005). The argument is that people with "more internal locus of control are more likely to exploit opportunities" and will thus with a higher probability engage in entrepreneurial activities (Shane and Venkataraman, 2000: 223), perform better as entrepreneurs (Brockhaus, 1980) or be more effective leaders (Boone, De Brabander and van Witteloostuijn, 1996).…”

Section: Key Variablesmentioning

confidence: 99%

Returns for Entrepreneurs Versus Employees: The Effect of Education and Personal Control on the Relative Performance of Entrepreneurs vis-a-vis Wage Employees

2009

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Returns for entrepreneurs versus employees: the effect of education and personal control on the relative performance of entrepreneurs vis-à-vis wage employees van Praag, C.M.; van Witteloostuijn, A.; van der Sluis, J. Link to publication General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Returns for Entrepreneurs versus EmployeesThe effect of education and personal control on the relative performance of entrepreneurs vis-à-vis wage employees ABSTRACT How valuable is education for entrepreneurs' performance as compared to employees'? What might explain any differences? And does education affect peoples' occupational choices accordingly? We answer these questions based on a large panel of US labor force participants. We show that education affects peoples' decisions to become an entrepreneur negatively. We show furthermore that entrepreneurs have higher returns to education than employees (in terms of the comparable performance measure 'income'). This is the case even when estimating individual fixed effects of the differential returns to education for spells in entrepreneurship versus wage employment, thereby accounting for selectivity into entrepreneurial positions based on fixed individual characteristics. We find these results irrespective of whether we control for general ability and/or whether we use instrumental variables to cope with the endogenous nature of education in income equations. Finally, we find (indirect) support for the argument that the higher returns to education for entrepreneurs is due to fewer

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Section: Key Variablesmentioning

confidence: 99%

Returns for Entrepreneurs Versus Employees: The Effect of Education and Personal Control on the Relative Performance of Entrepreneurs vis-a-vis Wage Employees

2009

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“…For example, de Vries and van Kampen (2010) use core personality traits to explain why certain individuals are more egoistic, pretentious or immoral, and Weller and Thulin (2012) and Weller and Tikir (2011) relate personality to risk-taking behavior. Furthermore, for instance, personality has been used by political scientists to explain voting behavior (e.g., Gerber et al, 2010), and general management scholars have explored the impact of personality in the context of a wide range of organizational processes and outcomes (e.g., Boone et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Public Sector Motivationad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest

Witteloostuijn

Estève

Boyne

2016

JOPART

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Public Service Motivation (PSM) is a topic that has generated considerable interest among Public Administration scholars. Research on PSM has mainly focused on either defining what PSM is and how this construct can be measured, or on testing how PSM affects individual and organizational variables. However, very little is known about how the motivation to serve the public interest is influenced by personality. We evaluate the psychological antecedents of PSM by distinguishing two classes of motives behind PSM: affective versus non-affective motives. Our analysis of data from responses to two independent questionnaires by 320 undergraduate students reveals that PSM is strongly influenced by core personality traits. Our results suggest that affective motives

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“…Thereby some authors as Kilduff et al (2000), Pitcher and Smith (2001) and Carpenter et al (2004) has find that the result achieved regarding to Upper Echelon may be ambiguous in particular circumstances (Kauer et al 2007). According to this ambiguity and with other researchers (Priem et al 1999;Williams and O'Reilly 1998;Boone et al 2005;Hambrick 2007;Nielsen 2010;Lin and Cheng 2013) we consider that this complex relation rooted in Upper Echelon Theory needs to be further explored. New approaches and points of views are needed to affront the environmental complexity due to the current financial and business crisis and thereby, the transformation suffered by many companies to go on growth and survival in these business environment (Bohman and Lindfors 1998;Uhlenbruck et al 2003;Yamak and Usdiken 2006).…”

Section: Introductionmentioning

confidence: 84%

Top Management Teams’ demographic characteristics and their influence on strategic change

2014

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The purpose of this research is to analyse the relation between the Top Management Teams (TMTs)' socio demographic' characteristics and the corporate strategic change, measured as Carpenter (Strateg Manag J 23:275-284, 2002) through Finkelstein and Hambrick's index (Adm Sci Q 35:484-504, 1990): the strategic variation index and strategic deviation index in the period 2007-2009. While this aim has been studied previously in the Upper Echelon Literature, the results achieved have been considered ambiguous and no concluding by some researchers. Hence this paper admits that this complex relation rooted in this stream thought, needs to be further explored as supported by those authors. The achieved findings not only shed light on the organizational demographics' black box but also enrichment the academic literature in this respect. A sample of 157 big firms from different industrial sector and nationalities with their headquarters in Spain was determined by using both secondary and primary sources due to the legal difficulties imposed by LORTAD which prevents the collection and consult of the top managers' personal information unlike other countries. Lineal regression models were applied to test the hypotheses formulated in the study. By controlling for firm performance and the industrial sector, a higher educational level, shorter firm tenures, higher international experience and a higher professional background greatly influence on corporate strategy changes. Furthermore while the firm performance seems to influence the strategic change, the industrial sector does not contribute significantly on this managerial variable. Few researchers examine the influence of TMTs' characteristics in shaping corporative strategic changes and firm outcomes using samples different from American enterprises. This paper also contributes to the existing literature by proposing different models which explain the strategic changes, measured by different indicators, using more explanatory demographical variables than in other studies and also including control variables related performance and industrial sector to reduce the ambiguity and increase the reliability of the previous researches.

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Team Locus-of-Control Composition, Leadership Structure, Information Acquisition, and Financial Performance: A Business Simulation Study

Cited by 93 publications

References 53 publications

Returns for Entrepreneurs Versus Employees: The Effect of Education and Personal Control on the Relative Performance of Entrepreneurs vis-a-vis Wage Employees

Returns for Entrepreneurs Versus Employees: The Effect of Education and Personal Control on the Relative Performance of Entrepreneurs vis-a-vis Wage Employees

Public Sector Motivationad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest

Top Management Teams’ demographic characteristics and their influence on strategic change

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