Henning Bang
Biographic Data
| ID | 7952374 |
|---|---|
| NAME | Henning Bang |
| GIVEN NAMES | Henning |
| FAMILY NAME | Bang |
| SIGNATURE | BANG H |
| AFFILIATIONS | University of Oslo |
| ORCID | 0000-0001-9533-5388 |
| VERIFIED | Yes |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 3 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 0 |
Cultivating flexibility
Adopting a flexible organizational culture have the potential to be a remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organi…
The Relationship between Psychological Safety and Management Team Effectiveness
This study explores whether there is an indirect effect of psychological safety on team effectiveness in management teams, operating through the mediating variable of behavioral integration. Whilst there exists a fair amount of research on the relationship between psychological safety and team effectiveness, few have looked at potential mechanisms that can explain this association in management teams. We propose behavioral integration to be a pot…
What prevents senior executives from commenting upon miscommunication in top management team meetings
Purpose The purpose of this paper is to explore why executives participating in a top management team meeting avoid speaking up when they experience the goal as unclear or the discussion as wandering off track. Design/methodology/approach A total of 21 executives (CEOs and level 2 managers) from seven top management teams were interviewed, and the interviews analyzed according to the principles of Grounded Theory. Findings The executives’ silence…
No prominent works on this page.
What prevents senior executives from commenting upon miscommunication in top management team meetings
Purpose The purpose of this paper is to explore why executives participating in a top management team meeting avoid speaking up when they experience the goal as unclear or the discussion as wandering off track. Design/methodology/approach A total of 21 executives (CEOs and level 2 managers) from seven top management teams were interviewed, and the interviews analyzed according to the principles of Grounded Theory. Findings The executives’ silence…
The Relationship between Psychological Safety and Management Team Effectiveness
This study explores whether there is an indirect effect of psychological safety on team effectiveness in management teams, operating through the mediating variable of behavioral integration. Whilst there exists a fair amount of research on the relationship between psychological safety and team effectiveness, few have looked at potential mechanisms that can explain this association in management teams. We propose behavioral integration to be a pot…
Cultivating flexibility
Adopting a flexible organizational culture have the potential to be a remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organi…
Psychology (3 works) · Social Psychology (3 works) · Applied Psychology (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Social Psychology (2 works) · Team Dynamics and Performance (2 works) · Applied Psychology (1 work) · Computer Science (1 work) · Conflict Management and Negotiation (1 work) · Corporate Social Responsibility Reporting (1 work)