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Florian Kunze
Former Member
Title
Prof. Dr.
Last Name
Kunze
First name
Florian
Phone
+41 71 224 2370
Homepage
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1 - 10 of 26
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationType: conference paperJournal: Academy of Management Proceedings
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PublicationThe Contextual Role of Collective-Focused and Differentiated Leadership Behaviors on the Link between Age-gender Faultlines and Team Innovative Performance(Pabst Science Publisher, 2014-09-21)Güntürkün, OnurIn this study we investigate if and when age-gender faultlines relate to team innovative performance. Based on social identity, social categorization, and social dominance theory we first hypothesize that team innovative performance is impaired if subgroups of old male members and young female members are formed within a team. In a second step, we apply the theoretical framework of inclusion in diverse teams and propose that both, creating collective belongingness and emphasizing the individual uniqueness of team members are important context factors to reach innovative performance in age-gender faultline teams. Therefore, we hypothesize that collective-focused leadership and differentiated individual-focused leadership, which are tailored toward the two distinct dimensions of the inclusion framework, are useful leadership behaviors for buffering the negative impact of age-gender faultlines on team innovative performance. We test the hypotheses using a sample of 89 research and development (R&D) teams from an automotive company. We find support for the main effect of age-gender faultlines on team innovative performance as well as the context role of differentiated individual-focused leadership, whereas collective-focused leadership turns out to be non-significant as a moderator.Type: conference paperJournal: Abstracts |... Kongress der Deutschen Gesellschaft für Psychologie
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PublicationType: conference paperJournal: Academy of Management Proceedings
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PublicationAsymmetries in Task Dependence and Organizational Effectiveness: A Mediated Moderation AnalysisRecent studies at the dyadic- and team-levels of analyses indicate that asymmetries in task dependence among organizational members can negatively affect work relationships and hinder team learning and team performance. This study takes the abovementioned findings to the next level by investigating whether task dependence asymmetries also negatively influence organizational effectiveness. Moreover, to provide new intervention options, we assess whether creating high goal interdependence among organizational members might prevent such damaging effects. Additionally, to provide more insight into the underlying mechanisms, we assess whether the “buffering” effect of goal interdependence occurs because the climate of trust makes it less likely that asymmetries will be exploited for personal gain. By investigating the above, this study advances contemporary knowledge, as most studies on interdependence theory have focused on lower levels of analyses (e.g., the team or individual level) and have researched either the (in)direct relationships (i.e., the main or mediation effects) or the boundaries within which certain processes occur (i.e., moderated mediation), leaving untested the processes by which the boundaries themselves operate (i.e., mediated moderation). Hypotheses are tested using a multi-source dataset of 76 small- and medium-sized organizations containing the responses of 19,111 employees and top management team members.Type: conference paper
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PublicationYounger Supervisors, Older Subordinates, and Company Performance: Inspecting the Role of EmotionsYounger employees are often promoted into supervisory positions in which they manage older subordinates. Do companies benefit or suffer when supervisors and subordinates have inverse age differences? In this study, we examine how average age differences between younger supervisors and older subordinates are linked to company performance. We propose that the average age differences determine how frequently older subordinates and their coworkers experience negative emotions, and that the frequency levels in turn relate to overall performance. However, the indirect association between age differences and performance occurs only if subordinates express their feelings toward their supervisor, but the association is neutralized if emotions are suppressed. We find consistent evidence for this theoretical model in a study of 61 companies and responses from 175 top management team members, 61 human resources director, and 7,802 employees.Type: conference paper
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PublicationIt matters how old you feel - Antecedents and performance consequences of age identity in organizations( 2013-11-07)
;Raes, AnneloesType: conference paper -
PublicationAge/gender Faultlines and Team Innovation Behavior - Exploring the Role of Differentiated Leadership BehaviorPurpose Demographic age/gender faultlines might be a risk for the for the innovation behavior especially in teams working in the R&D sector of companies. Therefore, our research investigates differentiated leadership behavior— defined as differentiation of the individual dimensions (individual consideration, intellectual stimulation) of the transformational leadership construct (Wang & Howell, 2010; Wu et al., 2010)—as an intervention strategy to at least buffer the negative implications of these faultlines on innovation behavior. Design/methodology/approach Study hypotheses are tested among a multisource sample of 89 R&D teams from a German automotive company applying regression techniques. Results Age/gender faultlines are found to be strongly negative related to innovation behavior in R&D teams. This effect however is buffered by high levels of differentiated leadership behavior in these teams. These effects also hold, when controlling for collective focused leadership behavior as a competitive moderator. Limitations Hypotheses were tested in a cross‐sectional data set, which does not allow for conclusions of causality. Practical Implications Differentiated leadership is identified as promising leadership strategy to preserve innovation behavior in demographically diverse teams. Originality values In contrast to the existing diversity literature, which proposed collective focused leadership behavior as the most valuable leadership behavior in diverse teams (e.g., Kearney & Gebert, 2009; Kunze & Bruch, 2010), we argue that in teams with strong age/gender faultlines a differentiated individual leadership behavior, valuing the individual strengths of each employee might be more promising strategy to at least buffer the negative effects on innovation behavior.Type: conference paper
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