TY  - JOUR
A1  - Balkenhol, Jasper
A1  - Tiberius, Victor
A1  - Cesinger, Beate
T1  - Partizipative Leitbilderstellung und Mitarbeitermotivation
BT  - eine Action-Research-Studie in einem deutschen Startup
JF  - Zeitschrift für KMU und Entrepreneurship
N2  - Unternehmensleitbilder sind zu einem beliebten strategischen Instrument geworden, dem eine motivationssteigernde Wirkung zugeschrieben wird. In KMU und Startups wird die Notwendigkeit von Leitbildern infrage gestellt, da entsprechende Inhalte in der persönlichen Führung vermittelt werden. Doch gerade die gemeinsame Erstellung eines Leitbilds kann dessen Akzeptanz sowie die Mitarbeitermotivation erhöhen. Entsprechend verfolgen wir einen explorativen Aktionsforschungsansatz und entwickelten in einem Workshop mit Mitarbeitern eines in Berlin ansässigen E-Commerce-Startups ein Leitbild. Eine Woche vor und nach dem Workshop wurde die Motivation der Mitarbeiter quantitativ mit Hinblick auf Engagement, Mitarbeiterzufriedenheit, Commitment und Kündigungsabsicht gemessen. Unsere Ergebnisse legen nahe, dass die gemeinsame Formulierung eines Leitbilds einen signifikanten positiven Effekt auf die Mitarbeitermotivation hat, insbesondere für Mitarbeiter mit einem niedrigen initialen Motivationsniveau.
N2  - Mission statements have become a popular strategic tool, which increases employee motivation. In SMEs and start-ups, the necessity of mission statements is being questioned as their content can also be communicated by personal leadership. However, especially the participatory development of a mission statement can increase its acceptance and work motivation. Therefore, we pursue an explorative action research approach and developed a mission statement in a workshop with employees of a Berlin-based e-commerce startup. One week before and after the workshop, the employees’ motivation was assessed concerning engagement, satisfaction, commitment and intention to quit. Our results suggest that the participatory development of a mission statement leads to a signifi­cant positive effect on work motivation, especially for employees with a low level of motivation.
Y1  - 2020
U6  - https://doi.org/10.3790/zfke.68.3-4.127
SN  - 1860-4633
SN  - 1865-5114
VL  - 68
IS  - 3-4
SP  - 127
EP  - 148
PB  - Duncker & Humblot
CY  - Berlin
ER  - 
TY  - JOUR
A1  - Korshunova, Elisabeth
A1  - Tiberius, Victor
A1  - Cesinger, Beate
A1  - Bouncken, Ricarda B.
T1  - Potential pitfalls of startup integrations
BT  - an exploratory study
JF  - Journal of Business Venturing Insights
N2  - This paper aims to confirm pitfalls relevant in the integration stage of startup acquisitions mentioned in the literature and to identify new ones. To accomplish this, we conducted a literature review and a multiple case study with semi-structured, qualitative expert interviews. The results indicate the integration of an acquired startup may be challenged by potential pitfalls relating to acquirers or startups or a lack of their concordance. Unfavorable integration process attributes can also harm the integration success. We identified a lack of national-cultural fit and low performance of the integration team as additional potential pitfalls.
Y1  - 2021
U6  - https://doi.org/10.1016/j.jbvi.2021.e00237
SN  - 2352-6734
VL  - 15
PB  - Elsevier
CY  - Amsterdam
ER  - 
TY  - JOUR
A1  - Bouncken, Ricarda B.
A1  - Cesinger, Beate
A1  - Tiberius, Victor
T1  - Narcissism, Machiavellianism, and psychopathy of top managers
BT  - can entrepreneurial orientation secure performance?
JF  - International journal of entrepreneurial venturing
N2  - Numerous studies show that high levels of Entrepreneurial Orientation (EO) in firms positively influence firm performance. Yet, high levels of Dark Triad (DT) traits - narcissism, Machiavellianism, and psychopathy - of managers might work detrimental to EO. Our study empirically tests if top managers who score high on Dark Triad traits have a negative influence on firm performance, reducing the merits of EO. Results of a survey study on 191 firms show that all three dimensions of the DT, narcissism, Machiavellianism, and psychopathy, suppress the positive effects that EO has on firm performance. Accordingly, selfish behaviour, emotional coldness, propensity for duplicity, and top managers' quest for self promotion, status, and dominance lead to behaviour that reduces the positive influences around innovativeness, proactiveness, and risk-taking of EO.
KW  - dark triad
KW  - entrepreneurial orientation
KW  - firm performance
KW  - Machiavellianism
KW  - narcissism
KW  - psychopathy
KW  - upper echelons
Y1  - 2020
U6  - https://doi.org/10.1504/ijev.2020.107932
SN  - 1742-5360
SN  - 1742-5379
VL  - 12
IS  - 3
SP  - 273
EP  - 302
PB  - Inderscience Enterprises
CY  - Geneva
ER  -