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Hendrik Hüttermann
Title
PD Dr.
Last Name
Hüttermann
First name
Hendrik
Email
hendrik.huettermann@unisg.ch
Phone
+41 71 224 2377
Now showing
1 - 10 of 14
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PublicationPower to the People—And Then? A Multilevel Leadership Perspective on Organizational Decentralization( 2024-01)
;Max ReinwaldAs organizations strive for more flexibility, decentralized decision-making has been at the core of many modern HR approaches. Yet, on a company-wide scale, it remains unclear whether decentralized decision-making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee-level mechanism underlying the organizational-level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision-making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee-level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision-making in organizations.Scopus© Citations 1 -
PublicationOrganizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation(Blackwell Publishing Limited, 2021-12-01)Lawrence, Barbara S.In this study, we seek to understand the consequences of demographic faultlines at the organizational level. Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees’ collective organizational identification and, thereby, indirectly influence firm performance and innovation. Whether organizational demographic faultlines have detrimental or beneficial effects depends on the functional heterogeneity within faultline-based demographic subgroups, where heterogeneity is defined as the extent to which subgroup members belong to different functional departments. We theorize that this functional heterogeneity alters the degree of social integration between demographic subgroups. Results from a multisource field study of demographic faultlines among 5,495 employees in 82 small and medium-sized firms (< 250 employees) support our model. We demonstrate that organizational demographic faultlines have important consequences, and we show that functional heterogeneity changes whether these consequences are negative or positive.Type: journal articleJournal: Journal of Management StudiesVolume: 58Issue: 8DOI: 10.1111/JOMS.12747
Scopus© Citations 15 -
PublicationType: journal articleJournal: Journal of Management StudiesVolume: 56Issue: 6DOI: 10.1111/joms.12446
Scopus© Citations 58 -
PublicationType: journal articleJournal: Journal of Organizational BehaviorVolume: 40Issue: 4DOI: 10.1002/job.2344
Scopus© Citations 23 -
PublicationType: journal articleJournal: Academy of Management Proceedings
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PublicationType: conference paperJournal: Academy of Management Proceedings
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationType: conference paper