By Tanja Prinzessin zu Waldeck (auth.)
ISBN-10: 3835005561
ISBN-13: 9783835005563
ISBN-10: 3835054023
ISBN-13: 9783835054028
Top administration groups consistently have to care for alterations of their surroundings, for example altering buyer call for, social environments, or provider events. they struggle to appreciate how those adjustments can impact their association and adapt their organizational process. yet groups range within the methods they make feel in their atmosphere and consequently within the judgements they make and the luck they have.
Tanja Prinzessin zu Waldeck analyzes the consequences of the composition of best administration groups on their strategic sensemaking approach. in response to the result of ten case stories, she indicates that the variety of reports of group contributors helps the group to choose up strategically proper environmental alterations early and to advance a variety of strategic choices. the writer additionally shows that the variety of a crew doesn't impact the rate with which groups get a hold of strategic judgements, yet that pace seems to be stimulated extra by way of the personalities, management kind, and tradition in a best administration workforce. moreover, she signifies that relations and state-controlled companies usually tend to adventure difficulties of their workforce composition than public ones.
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Extra resources for The Effect of Team Composition on Strategic Sensemaking
Example text
This study refers to the widely used model of Daft and Weick (1984) on organizational sensemaking. This research transfers these process steps to the individual level, as other researchers like Kim (2001) have done for their research. See Kim (2001), p. 20. See Dutton/Duncan (1987), p. 281; and Sutcliffe (2001), p. 208. Sutcliffe (2001), p. 208. 22 The Cognitive Theory of Strategic Sensemaking Part B ronmental changes or already identified strategic issues. These observations may take place intentionally or unintentionally, through formal or informal mechanisms.
281. Part B The Cognitive Theory of Strategic Sensemaking 23 activities. A fourth option may be to ignore the information and carry on with actions decided in the past. As soon as the individual manager observes more about the related environmental changes or observes environmental feedback to his previous actions, he starts to reconsider his previous interpretations. He learns and acts again. The process is therefore iterative. Figure 2 summarizes the described general process of individual sensemaking.
Team members share fewer interpretations and discuss strategic alternatives less openly. /SHARFMAN call it, "procedurally rational"113. As a consequence, teams with low task conflicts, high relationship conflicts, high political behavior, and low procedural rationality are suggested to make decisions of lower quality because their agenda-setting and their range of different interpretations and alternatives is limited. Teams try to solve their conflicts by further discussing matters, or they decide before a consensus has been achieved.
The Effect of Team Composition on Strategic Sensemaking by Tanja Prinzessin zu Waldeck (auth.)
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