Academic articles
Practitioner articles
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Books
Book chapters
Case studies
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Subject(s)
Marketing
Keyword(s)
affective forecasting, comparison, attention, contrast effect, judgment and decision making
The hedonic value of an outcome can be influenced by the alternatives to which it is
compared, which is why people expect to be happier with outcomes that maximize
comparative value (e.g., the best of several mediocre alternatives) than with outcomes
that maximize absolute value (e.g., the worst of several excellent alternatives). The
results of five experiments suggest that affective forecasters overestimate the importance
of comparative value because forecasters do not realize that comparison requires
cognitive resources, and that experiences consume more cognitive resources than do
forecasts. In other words, because forecasters overestimate the extent to which they will
be able to think about what they didn't get while experiencing what they got.
compared, which is why people expect to be happier with outcomes that maximize
comparative value (e.g., the best of several mediocre alternatives) than with outcomes
that maximize absolute value (e.g., the worst of several excellent alternatives). The
results of five experiments suggest that affective forecasters overestimate the importance
of comparative value because forecasters do not realize that comparison requires
cognitive resources, and that experiences consume more cognitive resources than do
forecasts. In other words, because forecasters overestimate the extent to which they will
be able to think about what they didn't get while experiencing what they got.
With permission of Elsevier
Volume
46
Journal Pages
986–992
Subject(s)
Strategy and general management
Subject(s)
Strategy and general management
Keyword(s)
innovation, strategy, bottom of the pyramid, micro-franchise, Nigeria, mobile phone industry
Secondary Title
Contemporary microenterprise: Concepts and cases
Pages
129–139
Subject(s)
Strategy and general management
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Career entrepreneurship, career success, career investments, three ways of knowing
View all ESMT Working Papers in the ESMT Working Paper Series here. ESMT Working Papers are also available via RePEc, EconStor, and the German National Library (DNB).
Pages
32
ISSN (Print)
1866–3494
Subject(s)
Human resources management/organizational behavior
Keyword(s)
adaptive leadership, leadership, adaptive change;change, resistence to change
The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.
| buy now | buy now | buy now |
Subject(s)
Human resources management/organizational behavior
Keyword(s)
adaptive leadership, leadership, adaptive change;change, resistence to change
The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.
| buy now | buy now | buy now |
Subject(s)
Human resources management/organizational behavior
Keyword(s)
adaptive leadership, leadership, adaptive change;change, resistence to change
The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.
| buy now | buy now | buy now |
Subject(s)
Human resources management/organizational behavior
Keyword(s)
adaptive leadership, leadership, adaptive change;change, resistence to change
The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.
| buy now |
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Leadership, leading experts, leading clever people, leading in flat organizations, followership, non-hierarchical leadership, distributed leadership, shared leadership, team, self-governing teams, leadership in matrix organizations, leadership in network organizations, leadership rotation, leadership as a process, trust-control relationships
The 15-minute video case study presents the Orpheus Chamber Orchestra, a world-renown orchestra that works without a conductor and is thus very different from almost every other orchestra of its size in the world. The musicians are responsible for jointly developing the interpretation of a piece of music. Everybody is asked to contribute to this process. The orchestra members are rotated frequently, so that everybody is a soloist or section leader at times, in the "tutti" at other times. Put differently, every musician is a leader at times, a follower at other times. The case study is showing how the orchestra works in the context of workshops with executives from the corporate world. The case focuses on contributions by the musicians of Orpheus, outlining the vision, the process of work, and the underlying values shared by the orchestra members. The case illustrates principles of shared, distributed leadership and thus sheds light on traditional, hierarchical concepts of leadership and aspects of leadership and teamwork.
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