Today's dynamic and highly volatile environment underlines the relevance of corporate entrepr... more Today's dynamic and highly volatile environment underlines the relevance of corporate entrepreneurship in all types of organizations to respond to current and forthcoming forces in a sustainable way. While extant research has identified several factors that impact corporate entrepreneurship, our understanding of how corporate entrepreneurship is impacted by strategic human resource management (SHRM) is underdeveloped. Drawing upon a dataset from 185 HR managers in Eastern Switzerland, Liechtenstein, and Western Austria, this study replicates the study of Wei et al. (2008) and examines the role of organizational culture in the SHRM adoption and implementation process and transfers their research design into the context of corporate entrepreneurship. The results indicate that SHRM impacts the implementation of organizational culture and that different HRM systems affect the implementation of different types of organizational culture.
A review of articles dealing with successors has shown a main consideration of the successor from... more A review of articles dealing with successors has shown a main consideration of the successor from the perspective of family succession. Thereby, the topic is mainly considered from the incumbent owner’s standpoint or that of the family, thus, only unbalanced insights into the dynamics of company succession are provided. However, with regard to the future, the successor’s perspective is more decisive as he or she represents the person who is in charge of the company’s continuity. Additionally, recent research implies that non-family succession is upgraded in relation to family succession. Overall, it can be argued that an increased focal point on successors´ special requirements is highly in need. By taking the successor’s standpoint in this study, we examine if there are potential differences between external and internal successors regarding the succession process. Particularly, we are interested in identifying likely differences between the two types of successor regarding their n...
ZfKE – Zeitschrift für KMU und Entrepreneurship, 2021
Im Wachstum von Startups und KMU spielt Leadership eine zentrale Rolle. In einer umfassenden empi... more Im Wachstum von Startups und KMU spielt Leadership eine zentrale Rolle. In einer umfassenden empirischen Studie (N = 399) in familiengeführten KMU wird der Einfluss der Visionären Führung und des Empowering durch Entscheidungs- und Handlungsspielraum auf das affektive Commitment und die Zielerreichung der Mitarbeitenden untersucht. Die empirischen Ergebnisse zeigen, dass Visionäre Führung und Empowering das Commitment der Mitarbeitenden positiv beeinflussen, wobei Visionäre Führung den stärksten signifikanten Zusammenhang zum affektiven Commitment aufweist. Weniger stark ist der Effekt auf die Zielerreichung, die vor allem durch das Empowering der Mitarbeitenden beeinflusst wird. Visionäre Führung versucht, die durch das Empowering gewonnene Autonomie durch eine gemeinsame Vision auszubalancieren und das Dilemma zwischen „letting go“ und „having control“ im Sinne einer „sowohl als auch“-Strategie in einen langfristigen Zielraum zu führen. Leadership plays a central role in the grow...
Die transformationale und charismatische Fuhrung dominieren die Fuhrungsforschung bereits seit ub... more Die transformationale und charismatische Fuhrung dominieren die Fuhrungsforschung bereits seit uber drei Jahrzehnten ( = New Leadership Approach). Im Mittelpunkt steht die heroische Fuhrungskraft, welche als Einzelperson zentralen Einfluss auf das Schicksal einer Organisation nimmt (Heroic Leadership). Reicher et al. (2005) kritisieren hierbei, dass immer mehrere Personen fur die Fuhrung und das Schicksal einer Organisation verantwortlich sind und weniger eine einzelne charismatische Fuhrungsperson („a Great Man“). Crevani et al. (2007) verstehen unter Leadership immer das Zusammenwirken von zwei oder mehreren Personen. Pearce und Manz (2014) sehen eine grose Gefahr fur Organisationen darin, sich nur auf eine visionare („heldenhafte“) Fuhrungskraft zu fokussieren: Die Macht wird zentralisiert und dadurch kann die Organisation erheblich Schaden erleiden (z. B. unethisches und antisoziales Verhalten). Diesbezuglich sprechen die Autoren uberspitzt von einer „Fuhrungskrankheit“, welche die notige „medikamentose“ Behandlung erfordert: Self-Leadership und Shared Leadership.
Today's dynamic and highly volatile environment underlines the relevance of corporate entrepr... more Today's dynamic and highly volatile environment underlines the relevance of corporate entrepreneurship in all types of organizations to respond to current and forthcoming forces in a sustainable way. While extant research has identified several factors that impact corporate entrepreneurship, our understanding of how corporate entrepreneurship is impacted by strategic human resource management (SHRM) is underdeveloped. Drawing upon a dataset from 185 HR managers in Eastern Switzerland, Liechtenstein, and Western Austria, this study replicates the study of Wei et al. (2008) and examines the role of organizational culture in the SHRM adoption and implementation process and transfers their research design into the context of corporate entrepreneurship. The results indicate that SHRM impacts the implementation of organizational culture and that different HRM systems affect the implementation of different types of organizational culture.
ZfKE – Zeitschrift für KMU und Entrepreneurship, 2014
Dieser Artikel beschreibt ein Modell, wann, warum und wie verschiedene Faktoren das Fuhrungsverha... more Dieser Artikel beschreibt ein Modell, wann, warum und wie verschiedene Faktoren das Fuhrungsverhalten der Geschaftsfuhrer in jungen Unternehmen beeinflussen. Das Forschungsmodell wurde in Gefuhrte, Fuhrungsperson, Unternehmen und Umwelt gegliedert, die wiederum in 17 einzelne Faktoren unterteilt wurden und neun davon auf deren pradiktorische Eigenschaften uberpruft wurden. Das Modell wurde anhand einer Stichprobe von 472 Datensatzen uberpruft, die aus 102 jungen Unternehmen stammen. Die jungen Unternehmen wurden vor funf bis zwolf Jahren gegrundet. 102 Geschaftsfuhrer und 372 Gefuhrte nahmen an der Umfrage teil. Das Fuhrungsverhalten wurde mit dem MLQ 5X-Short gemessen, zur Hypothesenprufung wurden Regressionsanalysen durchgefuhrt. Die Resultate zeigen fur die Einflussfaktoren bei allen Fuhrungsverhalten signifikante Varianzaufklarungen zwischen 10 und 15 Prozent. Damit konnten der Einfluss der erfassten Faktoren auf das Fuhrungsverhalten nachgewiesen werden. Dabei zeigen die Ergebnisse, dass das Unternehmenswachstum der beste Pradiktor fur das Fuhrungsverhalten ist. Das Unternehmenswachstum zeigt eine negative Varianzaufklarung fur das passiv-vermeidende und eine positive Varianzaufklarung fur das transaktionale und transformationale Fuhrungsverhalten. / This study explains a model of when, why and how diverse factors influence the leadership behavior of CEOs in young enterprises. The research model comprises the elements follower, leader, enterprise and environment which are subdivided into 17 single factors out of which nine were assessed for predictorial characteristics. The model was tested using a sample of 427 data sets which were generated based on 102 young enterprises. These enterprises were founded between five and twelve years ago and 102 CEOs as well as 372 followers participated in the study. The leadership behavior was measured using the MLQ 5X-Short and regression analyses were applied to test the hypotheses. The calculation renders significant variance explanation between 10 and 15 percent for the factors of all leadership behaviors. This way, the influence of the captured factors on leadership behavior was established. The findings reveal that company growth is the best predictor for leadership behavior. Company growth shows a negative variance explanation for passive-avoidance and a positive variance explanation for transactional and transformational leadership.
European Journal of Work and Organizational Psychology, 2013
View all references; Manz & Sims, 199144. Manz, CC and Sims, HP Jr. 1991. Superleader... more View all references; Manz & Sims, 199144. Manz, CC and Sims, HP Jr. 1991. Superleadership: Beyond the myth of heroic leadership. Organizational Dynamics , 19: 18–35. [CrossRef], [Web of Science ®] View all references; Pearce, 200752. Pearce, CL 2007. The future of leadership development: The importance of identity, multi-level approaches, self-leadership, physical fitness, shared leadership, networking, creativity, emotions, spirituality and on-boarding processes. Human Resource Management Review ...
Leadership, Education, Personality: An Interdisciplinary Journal, 2021
AbstraktDas Ziel dieser Studie ist es, den Effekt von Führung als Erfolgsfaktor für die Innovatio... more AbstraktDas Ziel dieser Studie ist es, den Effekt von Führung als Erfolgsfaktor für die Innovationsleistung zu untersuchen. Die Innovationsleistung wird unterschieden in Produktentwicklung und Produktinnovation. Aus dem Literaturüberblick geht hervor, dass transformationale Führung positive Auswirkungen auf Innovation und Kreativität hat, während transaktionale Führung auf das Erreichen von Zielen und den Erfolg neuer Produkte ausgerichtet ist. Der passiv-vermeidenden Führung wird häufig ein negativer Effekt zugeschrieben, während Empowering Leadership positive Auswirkungen aufweist. Basierend auf einer qualitativen Studie zeigen wir die Bedeutung der unterschiedlichen Führungsverhalten und belegen diese anschliessend empirisch mit Hilfe hierarchischer Regressionen. Die unabhängigen Variablen des passiv-vermeidenden, des transaktionalen, des transformationalen und des Empowering Leaderships sowie die abhängigen Variablen der Produktentwicklung und der Produktinnovation werden bei 37...
Leadership & Organization Development Journal, 2021
PurposeLeading with vision while granting employees autonomy is one effective organizational resp... more PurposeLeading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.Design/me...
This article outlines a model of when, why, and how founder-CEOs’ leadership behavior influences ... more This article outlines a model of when, why, and how founder-CEOs’ leadership behavior influences startup performance. The model is tested using a sample of 102 startups and their founder-CEOs, and feedback from 372 employees, rating their founder-CEOs’ leadership behavior. The results indicate that transformational leadership has a significant positive effect on startup performance. For transactional leadership as well as laissez-faire leadership no significant direct effects on startup performance were found. Furthermore, the size of the startup has a significant positive moderating effect on the relationship between laissez-faire leadership and startup performance, as well as a significant positive moderating effect on the relationship between the transactional leadership dimension management by exception and startup performance.
Successful new product development is of crucial importance for the survival of enterprises and f... more Successful new product development is of crucial importance for the survival of enterprises and for creating and securing competitive positions. In R&D performance in new product development is generally affected by interpersonal leadership. Empowering leadership, specifically, is suitable for this context, as the need for autonomy and achievement, as well as the cooperation of the followers, are taken into account through the support of the leader. However, so far no moderating effects of the context have been examined. Therefore, the present study examined the influence of the contextual factors of strategic, structural, and cultural orientation on the relations between empowering leadership and new product development performance in R&D. Additionally, a wide range of leadership behaviors with transformational and transactional leadership is taken into account in this study. Empowering leadership is assumed to have the highest impact on the R&D context. The moderating effects of t...
Today's dynamic and highly volatile environment underlines the relevance of corporate entrepr... more Today's dynamic and highly volatile environment underlines the relevance of corporate entrepreneurship in all types of organizations to respond to current and forthcoming forces in a sustainable way. While extant research has identified several factors that impact corporate entrepreneurship, our understanding of how corporate entrepreneurship is impacted by strategic human resource management (SHRM) is underdeveloped. Drawing upon a dataset from 185 HR managers in Eastern Switzerland, Liechtenstein, and Western Austria, this study replicates the study of Wei et al. (2008) and examines the role of organizational culture in the SHRM adoption and implementation process and transfers their research design into the context of corporate entrepreneurship. The results indicate that SHRM impacts the implementation of organizational culture and that different HRM systems affect the implementation of different types of organizational culture.
A review of articles dealing with successors has shown a main consideration of the successor from... more A review of articles dealing with successors has shown a main consideration of the successor from the perspective of family succession. Thereby, the topic is mainly considered from the incumbent owner’s standpoint or that of the family, thus, only unbalanced insights into the dynamics of company succession are provided. However, with regard to the future, the successor’s perspective is more decisive as he or she represents the person who is in charge of the company’s continuity. Additionally, recent research implies that non-family succession is upgraded in relation to family succession. Overall, it can be argued that an increased focal point on successors´ special requirements is highly in need. By taking the successor’s standpoint in this study, we examine if there are potential differences between external and internal successors regarding the succession process. Particularly, we are interested in identifying likely differences between the two types of successor regarding their n...
ZfKE – Zeitschrift für KMU und Entrepreneurship, 2021
Im Wachstum von Startups und KMU spielt Leadership eine zentrale Rolle. In einer umfassenden empi... more Im Wachstum von Startups und KMU spielt Leadership eine zentrale Rolle. In einer umfassenden empirischen Studie (N = 399) in familiengeführten KMU wird der Einfluss der Visionären Führung und des Empowering durch Entscheidungs- und Handlungsspielraum auf das affektive Commitment und die Zielerreichung der Mitarbeitenden untersucht. Die empirischen Ergebnisse zeigen, dass Visionäre Führung und Empowering das Commitment der Mitarbeitenden positiv beeinflussen, wobei Visionäre Führung den stärksten signifikanten Zusammenhang zum affektiven Commitment aufweist. Weniger stark ist der Effekt auf die Zielerreichung, die vor allem durch das Empowering der Mitarbeitenden beeinflusst wird. Visionäre Führung versucht, die durch das Empowering gewonnene Autonomie durch eine gemeinsame Vision auszubalancieren und das Dilemma zwischen „letting go“ und „having control“ im Sinne einer „sowohl als auch“-Strategie in einen langfristigen Zielraum zu führen. Leadership plays a central role in the grow...
Die transformationale und charismatische Fuhrung dominieren die Fuhrungsforschung bereits seit ub... more Die transformationale und charismatische Fuhrung dominieren die Fuhrungsforschung bereits seit uber drei Jahrzehnten ( = New Leadership Approach). Im Mittelpunkt steht die heroische Fuhrungskraft, welche als Einzelperson zentralen Einfluss auf das Schicksal einer Organisation nimmt (Heroic Leadership). Reicher et al. (2005) kritisieren hierbei, dass immer mehrere Personen fur die Fuhrung und das Schicksal einer Organisation verantwortlich sind und weniger eine einzelne charismatische Fuhrungsperson („a Great Man“). Crevani et al. (2007) verstehen unter Leadership immer das Zusammenwirken von zwei oder mehreren Personen. Pearce und Manz (2014) sehen eine grose Gefahr fur Organisationen darin, sich nur auf eine visionare („heldenhafte“) Fuhrungskraft zu fokussieren: Die Macht wird zentralisiert und dadurch kann die Organisation erheblich Schaden erleiden (z. B. unethisches und antisoziales Verhalten). Diesbezuglich sprechen die Autoren uberspitzt von einer „Fuhrungskrankheit“, welche die notige „medikamentose“ Behandlung erfordert: Self-Leadership und Shared Leadership.
Today's dynamic and highly volatile environment underlines the relevance of corporate entrepr... more Today's dynamic and highly volatile environment underlines the relevance of corporate entrepreneurship in all types of organizations to respond to current and forthcoming forces in a sustainable way. While extant research has identified several factors that impact corporate entrepreneurship, our understanding of how corporate entrepreneurship is impacted by strategic human resource management (SHRM) is underdeveloped. Drawing upon a dataset from 185 HR managers in Eastern Switzerland, Liechtenstein, and Western Austria, this study replicates the study of Wei et al. (2008) and examines the role of organizational culture in the SHRM adoption and implementation process and transfers their research design into the context of corporate entrepreneurship. The results indicate that SHRM impacts the implementation of organizational culture and that different HRM systems affect the implementation of different types of organizational culture.
ZfKE – Zeitschrift für KMU und Entrepreneurship, 2014
Dieser Artikel beschreibt ein Modell, wann, warum und wie verschiedene Faktoren das Fuhrungsverha... more Dieser Artikel beschreibt ein Modell, wann, warum und wie verschiedene Faktoren das Fuhrungsverhalten der Geschaftsfuhrer in jungen Unternehmen beeinflussen. Das Forschungsmodell wurde in Gefuhrte, Fuhrungsperson, Unternehmen und Umwelt gegliedert, die wiederum in 17 einzelne Faktoren unterteilt wurden und neun davon auf deren pradiktorische Eigenschaften uberpruft wurden. Das Modell wurde anhand einer Stichprobe von 472 Datensatzen uberpruft, die aus 102 jungen Unternehmen stammen. Die jungen Unternehmen wurden vor funf bis zwolf Jahren gegrundet. 102 Geschaftsfuhrer und 372 Gefuhrte nahmen an der Umfrage teil. Das Fuhrungsverhalten wurde mit dem MLQ 5X-Short gemessen, zur Hypothesenprufung wurden Regressionsanalysen durchgefuhrt. Die Resultate zeigen fur die Einflussfaktoren bei allen Fuhrungsverhalten signifikante Varianzaufklarungen zwischen 10 und 15 Prozent. Damit konnten der Einfluss der erfassten Faktoren auf das Fuhrungsverhalten nachgewiesen werden. Dabei zeigen die Ergebnisse, dass das Unternehmenswachstum der beste Pradiktor fur das Fuhrungsverhalten ist. Das Unternehmenswachstum zeigt eine negative Varianzaufklarung fur das passiv-vermeidende und eine positive Varianzaufklarung fur das transaktionale und transformationale Fuhrungsverhalten. / This study explains a model of when, why and how diverse factors influence the leadership behavior of CEOs in young enterprises. The research model comprises the elements follower, leader, enterprise and environment which are subdivided into 17 single factors out of which nine were assessed for predictorial characteristics. The model was tested using a sample of 427 data sets which were generated based on 102 young enterprises. These enterprises were founded between five and twelve years ago and 102 CEOs as well as 372 followers participated in the study. The leadership behavior was measured using the MLQ 5X-Short and regression analyses were applied to test the hypotheses. The calculation renders significant variance explanation between 10 and 15 percent for the factors of all leadership behaviors. This way, the influence of the captured factors on leadership behavior was established. The findings reveal that company growth is the best predictor for leadership behavior. Company growth shows a negative variance explanation for passive-avoidance and a positive variance explanation for transactional and transformational leadership.
European Journal of Work and Organizational Psychology, 2013
View all references; Manz & Sims, 199144. Manz, CC and Sims, HP Jr. 1991. Superleader... more View all references; Manz & Sims, 199144. Manz, CC and Sims, HP Jr. 1991. Superleadership: Beyond the myth of heroic leadership. Organizational Dynamics , 19: 18–35. [CrossRef], [Web of Science ®] View all references; Pearce, 200752. Pearce, CL 2007. The future of leadership development: The importance of identity, multi-level approaches, self-leadership, physical fitness, shared leadership, networking, creativity, emotions, spirituality and on-boarding processes. Human Resource Management Review ...
Leadership, Education, Personality: An Interdisciplinary Journal, 2021
AbstraktDas Ziel dieser Studie ist es, den Effekt von Führung als Erfolgsfaktor für die Innovatio... more AbstraktDas Ziel dieser Studie ist es, den Effekt von Führung als Erfolgsfaktor für die Innovationsleistung zu untersuchen. Die Innovationsleistung wird unterschieden in Produktentwicklung und Produktinnovation. Aus dem Literaturüberblick geht hervor, dass transformationale Führung positive Auswirkungen auf Innovation und Kreativität hat, während transaktionale Führung auf das Erreichen von Zielen und den Erfolg neuer Produkte ausgerichtet ist. Der passiv-vermeidenden Führung wird häufig ein negativer Effekt zugeschrieben, während Empowering Leadership positive Auswirkungen aufweist. Basierend auf einer qualitativen Studie zeigen wir die Bedeutung der unterschiedlichen Führungsverhalten und belegen diese anschliessend empirisch mit Hilfe hierarchischer Regressionen. Die unabhängigen Variablen des passiv-vermeidenden, des transaktionalen, des transformationalen und des Empowering Leaderships sowie die abhängigen Variablen der Produktentwicklung und der Produktinnovation werden bei 37...
Leadership & Organization Development Journal, 2021
PurposeLeading with vision while granting employees autonomy is one effective organizational resp... more PurposeLeading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.Design/me...
This article outlines a model of when, why, and how founder-CEOs’ leadership behavior influences ... more This article outlines a model of when, why, and how founder-CEOs’ leadership behavior influences startup performance. The model is tested using a sample of 102 startups and their founder-CEOs, and feedback from 372 employees, rating their founder-CEOs’ leadership behavior. The results indicate that transformational leadership has a significant positive effect on startup performance. For transactional leadership as well as laissez-faire leadership no significant direct effects on startup performance were found. Furthermore, the size of the startup has a significant positive moderating effect on the relationship between laissez-faire leadership and startup performance, as well as a significant positive moderating effect on the relationship between the transactional leadership dimension management by exception and startup performance.
Successful new product development is of crucial importance for the survival of enterprises and f... more Successful new product development is of crucial importance for the survival of enterprises and for creating and securing competitive positions. In R&D performance in new product development is generally affected by interpersonal leadership. Empowering leadership, specifically, is suitable for this context, as the need for autonomy and achievement, as well as the cooperation of the followers, are taken into account through the support of the leader. However, so far no moderating effects of the context have been examined. Therefore, the present study examined the influence of the contextual factors of strategic, structural, and cultural orientation on the relations between empowering leadership and new product development performance in R&D. Additionally, a wide range of leadership behaviors with transformational and transactional leadership is taken into account in this study. Empowering leadership is assumed to have the highest impact on the R&D context. The moderating effects of t...
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Papers by Urs Baldegger