International Journal of Business Policy and Strategy Management
| Volume 4, No. 1, 2017, pp 69-74 | ||
| Abstract |
A Taxonomy of Problem-Solving Styles for CEO-Manager Dyads Affecting Task Characteristics and Organizational Effectiveness
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Abstract
In spite of the critical issue of middle-manager’s problem-solving styles, previous studies mainly addressed the CEO’s problem-solving styles and neglected the taxonomic approach for problem-solving styles based on the mutual interaction between CEOs and middlemanagers. This study used Kirton(1976)’s Adaptor-Innovator Model to classify different problem-solving styles for CEO-manager dyads that could influence task characteristics, organizational commitment and job performance. Paired data from 215 CEO-manager dyads in Korean manufacturing industries were tested using cluster analysis, which confirmed statistically significant differences among four problem-solving styles in terms of task uncertainty, organizational commitment and job performance