Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment

Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment

In a Canadian study the locus of control of top executives was found to bear a direct and significant relationship to the nature of corporate strategy but an indirect relationship to environment and to structure. More internal chief executives tended to pursue more product-market innovation, underta...

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Veröffentlicht in:Academy of Management journal 1982-06, Vol.25 (2), p.237-253
Hauptverfasser: Miller, Danny, Manfred F. R. Kets De Vries, Toulouse, Jean-Marie
Format: Artikel
Sprache:eng
Schlagworte:
Business innovation
Business management
Chief executive officers
Corporate
Correlation analysis
Effects
Executives
Locus of control
Organization theory
Organizational
Organizational behavior
Personality
Personality psychology
Product innovation
Product lines
Questionnaires
Risk taking
Strategy
Structure
Studies
Technological innovation
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Beschreibung
Zusammenfassung:In a Canadian study the locus of control of top executives was found to bear a direct and significant relationship to the nature of corporate strategy but an indirect relationship to environment and to structure. More internal chief executives tended to pursue more product-market innovation, undertake greater risks, and lead rather than follow competitors.
ISSN:0001-4273
1948-0989
DOI:10.5465/255988