Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance

Bhansing, P, Leenders, M and Wijnberg, N 2015, 'Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance', Journal of Management and Governance, vol. 20, no. 4, pp. 907-933.


Document type: Journal Article
Collection: Journal Articles

Title Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance
Author(s) Bhansing, P
Leenders, M
Wijnberg, N
Year 2015
Journal name Journal of Management and Governance
Volume number 20
Issue number 4
Start page 907
End page 933
Total pages 27
Publisher Springer
Abstract We investigate to what extent individual managers operating in a dual leadership structure have different perceptions of how well his/her organization is performing. Using selection system theory we develop hypotheses on the relationships between a leader's selection system orientation and his/her perception of performance along multiple dimensions: market performance, expert performance and peer performance. The hypotheses are tested using dyadic data from 59 organizations in the performing arts led by two-hierarchically equivalent-managers. Our results show that dual leaders' differences in terms of market orientation and expert orientation relate positively to perceived performance differences along the same dimensions. This relationship is not found with respect to peer selection orientation. Generally, the relationship between orientation differences and perceived performance differences is stronger if the process of interpreting signals to construct a perception of organizational performance leaves more room for equivocality and uncertainty.
Subject Marketing Management (incl. Strategy and Customer Relations)
Corporate Governance and Stakeholder Engagement
Keyword(s) Co-leaders
Dual leaders
Mental models
Perception of performance
Selection systems
DOI - identifier 10.1007/s10997-015-9330-4
Copyright notice © The Author(s) 2015. This article is published with open access at Springerlink.com
ISSN 1385-3457
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