Management & Organization

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End date: 2009Subject: search.filters.subject.Business Administration, General

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    Managerial Search and the Pursuit of Opportunity
    (2006-04-27) Maggitti, Patrick G; Smith, Ken G; Management and Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    This dissertation explores the search behavior of CEOs and how this behavior relates to the opportunities they recognize and take action upon. Opportunities are defined in this dissertation as the perception of a novel and appropriate resource combination acted upon or seized for potential gain. As such, recognizing and acting upon opportunities is among the most important roles of a manager. This is particularly true for CEOs since they are most often tasked with setting the strategic direction of the firm. Despite the importance of managers recognizing opportunities, the literature has failed to fully address the behaviors that influence the novelty and appropriateness of the opportunities those individuals recognize. This dissertation examines those behaviors, known as search. I define search as individual behavior resulting in the acquisition of information and knowledge that can be used to recognize and seize opportunities to solve problems. Search is categorized into two broad categories: Search terrain (where the search takes place) and search process (the manner in which the terrain is searched). Searches consists of both a terrain and a process. Search terrains are comprised of three dimensions: Distance, familiarity, and breadth of information sources. Search processes are comprised of 4 dimensions: Effort, exhaustiveness, iteration, and formality. Hypotheses are tested to determine the impact that search has on the novelty and appropriateness of opportunities acted upon by CEOs. The findings offer some valuable information about CEO search. First, with respect to opportunity novelty, CEOs appear to maximize novelty when they are effortful and exhaustive in searching a narrow and familiar terrain. On the other hand, CEOs appear to maximize appropriateness in two ways. First, when searching in distant terrains outside the organization, CEOs need to exhaustively explore that terrain but only focus on information outside the organization that is easily obtained and understood. Additionally, it seems helpful to be informal when undertaking the search - particularly among unfamiliar terrains.
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    The relationship between leader core self-evaluations, team feedback, leader efficacy, transformational leadership, team efficacy, team goals, team action and transition processes, and team performance
    (2003-11-11) Quigley, Narda Roxanne; Locke, Edwin A.; Tesluk, Paul E.; Management and Organization
    This research attempts to explain how internal team leaders can help teams perform in high stress, dynamic environments. Specifically, the aim of the research was to examine a chain of relationships beginning with team leaders' core self-evaluations and ending in team performance. Several core research questions were examined, including: "Do leaders' core self-evaluations and self-efficacy serve as important antecedents of transformational leadership? Is transformational leadership an important antecedent of team efficacy? How does team efficacy lead to higher levels of team performance?" First, I reviewed the extant relevant literature. Second, I derived from this review a theoretical model, which proposes that both leader core self-evaluations and team feedback may influence leader self-efficacy and transformational leadership. Transformational leadership may then influence team efficacy, which in turn may influence performance through its impact on team goals and team action and transition processes. Third, using data collected from a sample of teams composed of first-year MBA students involved in a week-long business simulation, I tested the model and demonstrated support for a number of hypothesized relationships. Fourth, I revised the model based on modification indices provided by covariance structure analysis. I found that leaders' core self-evaluations do influence their self-efficacy; this efficacy exhibited positive and significant direct relationships with team efficacy and with team processes. In addition, I found support for a chain of relationships linking team efficacy to team goals to team processes to team performance.