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dc.contributor.authorArnulf, Jan Ketil
dc.date.accessioned2013-04-23T10:57:56Z
dc.date.available2013-04-23T10:57:56Z
dc.date.issued2012
dc.identifier.issn1352-7592
dc.identifier.urihttp://hdl.handle.net/11250/93772
dc.descriptionThis is the author's final and acceptet version of the article, post refereeing. Publisher's version is available at www.emeraldinsight.comno_NO
dc.description.abstractThis study explores ten management teams over 33 monthly financial reporting terms and a critical incident requiring readjustment of business. Using financial data, market information and personality data, it is shown that scale content and previously used measures such as intra-team means and variance are of little value in explaining performance. Instead, the presence of all strong traits in the form of maximum values has a tendency to push the teams toward stereotypical business behaviors, restricting adaptation in times of crisis. The exceptions are emotional stability and cognitive ability which support adaptation in a way corresponding to Belbin’s original model. This study argues that the content of the actual traits may be less important to adaptation than a rigidity stemming from the tendency of personality traits to stay constant across contexts, possibly influencing situational adaptability. An alternative to the process loss mechanism traditionally attributed to heterogeneity is suggested. Theoretical and practical implications are discussed.no_NO
dc.language.isoengno_NO
dc.publisherEmeraldno_NO
dc.subjectManagement teamsno_NO
dc.subjectPersonality trait compositionno_NO
dc.subjectCattell’s 16PF5no_NO
dc.subjectHeedfulnessno_NO
dc.subjectAdaptabilityno_NO
dc.subjectOrganizational changeno_NO
dc.subjectPersonalityno_NO
dc.subjectTeam managementno_NO
dc.titleOrganizational change capacity and composition of management teams : A visualization of how personality traits may restrain team adaptabilityno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber433-453no_NO
dc.source.volume18no_NO
dc.source.journalTeam Performance Managementno_NO
dc.source.issue7/8no_NO
dc.identifier.doihttp://dx.doi.org/10.1108/13527591211281156
dc.identifier.doiwww.emeraldinsight.com/1352-7592.htm


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