Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment.

Miller, Danny; Vries, Manfred F. R. Kets de; Toulouse, Jean-Marie

doi:10.2307/255988

Cited by 599 publications

(251 citation statements)

References 18 publications

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“…It means owner/manager's competencies of operating various resources through organizing and directing them through proper strategic planning is positively related to the innovation of the firm. This result, consistent with Miller et al (1982), that is CEOs internal locus of control positively correlate with the firm's tendency of innovation. The results of Table 3 revealed that conceptual and commitment competencies are positive and significantly affected proactiveness of the firm.…”

Section: Entrepreneurial Competencies and Eosupporting

confidence: 87%

“…Bird (1995) proposes that highly effective entrepreneurs are those that go beyond launch into business survival and growth and competencies essential to start on a venture or carry out a business idea may be visualized as "baseline". Some empirical studies have verified that CEO's personality behavior have vital impact on the decision making process and more or less directly on the firms strategic orientation (Miller &Toulouse, 1986 a, b;Miller et al, 1982). Further, Kotey and Meredith (1997) found that strategic orientation of a business was corresponded to certain profiles of personal values.…”

Section: Outcomes Of Entrepreneurial Competenciesmentioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Wickramaratne¹,

Kiminami²,

Yagi³

2014

ASS

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Throughout the past few decades, significance of entrepreneurial competencies has been amplified due to the strategic role take part by the entrepreneur of a business enterprise. Therefore, the aim of the study is to examine the impact of owner/managers entrepreneurial competencies on Entrepreneurial Orientation (EO) of tea manufacturing firms in Sri Lanka and the relationship between background characteristics of owner/managers and entrepreneurial competencies. Primary data was collected in low country tea manufacturing firms in Sri Lanka. The sample includes 109 private sector tea factories. Entrepreneurial competencies were operationalized as opportunity, organizing, strategic, relationship, commitment and conceptual competencies. Data were analyzed by using multiple regression analysis. It was found that background characteristics of owner/managers have direct impact on entrepreneurial competencies. Further it implies that entrepreneurs strategic and commitment competencies have direct positive relationship with EO. When considering the dimensions of EO, innovativeness was greatly affected by owner/managers competencies whereas risk taking behavior was less affected by competencies. Hence, findings of the present study would be essential for owner/managers and strategy makers to enhance the EO of tea manufacturing firms in Sri Lanka towards global competition in the tea industry by knowing what competencies are crucial for EO.

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Section: Entrepreneurial Competencies and Eosupporting

confidence: 87%

Section: Outcomes Of Entrepreneurial Competenciesmentioning

confidence: 99%

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Wickramaratne¹,

Kiminami²,

Yagi³

2014

ASS

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“…Moreover, managers with an internal locus of control tend to consult others, but then make decisions themselves, while managers with an external locus of control tend to rely on participative decision-making in which a group of individuals is expected to define the problem and reach consensus on the solution (Selart 2005). Finally, more internal chief executives tend to pursue more innovation, undertake greater risks, and lead rather than follow competitors (Miller et al 1982).…”

Section: Firm Hiring Decisionsmentioning

confidence: 99%

“…Labor economists need to know more about the potential for labor market events, work environments, compensation schedules, and institutional arrangements to shape workers' locus of control. While providing no evidence, Miller et al (1982) p.251, for example, conjecture that the dynamic versus stable nature of the workplace environment influences the perceptions of control of the workers employed there. If this is true, locus of control might be expected to evolve dynamically throughout individuals' careers.…”

Section: Policy To Improve Locus Of Controlmentioning

confidence: 99%

Locus of Control and the Labor Market

Cobb‐Clark

2014

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may AbstractThis paper reviews the role of locus of control in the labor market. I begin with a discussion of the conceptual origins of locus of control, including its relationship to related concepts such as self-efficacy, motivation, and self-control. The relationship between locus of control and labor market success is then summarized. In doing so, I pay careful attention to what we know about three potential mechanisms -human capital investments, hiring decisions, and optimal incentive contracts -through which locus of control might operate. Finally, the broader implications of these relationships for public policy and future research are discussed.

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“…In fact it is straightforward to show that the lower limit is strictly decreasing in 9 and that it is equal to zero when 9 = J. In our setup, we have followed Fiedler (1965) and Graves (1986) Miller, DeVries and Toulouse (1982) and Miller and Toulouse (1986) Mehrabian and Epstein (1972). Mehrabian and Epstein (1972) Date Due …”

mentioning

confidence: 99%

Leadership Style and Incentives

1993

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We study the relationship between a firm's environment and its optimal leadership style. We use a model in which contracts between the firm and managers are incomplete so that providing incentives to subordinates is not straightforward. Leadership style, whether based on organizational culture or on the personality of the leader, then affects the incentive contracts that can be offered to subordinates. We show that leaders who empathize with their employees adopt a participatory style and that shareholders gain from appointing such leaders when the firm has the potential for exploiting numerous innovative ideas. By contrast, when the environment is poor in new ideas, shareholders benefit from hiring a more selfish (i.e., more profit maximizing) leader whose style is more autocratic.

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Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment.

Cited by 599 publications

References 18 publications

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Entrepreneurial Competencies and Entrepreneurial Orientation of Tea Manufacturing Firms in Sri Lanka

Locus of Control and the Labor Market

Leadership Style and Incentives

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