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dc.contributor.authorEnz, Cathy A.
dc.contributor.authorSchwenk, Charles R.
dc.date.accessioned2020-09-12T21:13:40Z
dc.date.available2020-09-12T21:13:40Z
dc.date.issued1991-01-01
dc.identifier.other6741492
dc.identifier.urihttps://hdl.handle.net/1813/72429
dc.description.abstractThe study discussed in this article deals with the effects of strategic and value consensus on the performance of management teams in operating units at a large multinational company. The results showed that diversity of views on objectives, competitive methods, and values are positively related to objective measures of performance but negatively related to managers' own perceptions of their operating units' performance. This suggests that diversity of views may allow managerial employees to fulfill their responsibilities more effectively by improving their units' performance. Possible explanations for these results are discussed in the concluding section of this article.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Springer. Final version published as: Enz, C. A., & Schwenk, C. R. (1991). The performance edge: Strategic and value dissensus. Employee Responsibilities & Rights Journal, 4(1), 75-85. Reprinted with permission. All rights reserved.
dc.subjectteams in the workplace
dc.subjectindustrial organization
dc.subjectrating employees
dc.subjectjob evaluation
dc.subjectperformance standards
dc.subjectemployee rights
dc.subjectpersonnel management
dc.titleThe Performance Edge: Strategic and Value Dissensus
dc.typearticle
dc.relation.doihttps://doi.org/10.1007/BF01390440
dc.description.legacydownloadsEnz87_The_performance_edge.pdf: 214 downloads, before Aug. 1, 2020.
local.authorAffiliationEnz, Cathy A.: cae4@cornell.edu Cornell University School of Hotel Administration
local.authorAffiliationSchwenk, Charles R.: Indiana University


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