DC FieldValueLanguage
dc.contributor.authorSchweisfurth, Tim-
dc.contributor.authorSchöttl, Claus P.-
dc.contributor.authorRaasch, Christina-
dc.contributor.authorZaggl, Michael A.-
dc.date.accessioned2023-03-15T09:49:56Z-
dc.date.available2023-03-15T09:49:56Z-
dc.date.issued2023-
dc.identifier.citationStrategic Management Journal (in Press): (2023)de_DE
dc.identifier.issn0143-2095de_DE
dc.identifier.urihttp://hdl.handle.net/11420/15001-
dc.description.abstractCompanies are increasingly opening up decision-making, involving employees on all levels in distributed – and purportedly ‘hierarchy-free’ – decision processes. We examine how hierarchy reaches into such ‘democratized’ systems, arguing that it is a source of homophily that biases idea evaluation decisions. Using a data set from internal crowdfunding at one of the world's largest industrial manufacturers, we show that idea evaluators overvalue hierarchically similar others’ ideas. Competition in the form of lateral closeness dampens this bias, whereas uncertainty in the form of novelty amplifies this bias. We contribute to the literatures on decision biases in centralized vs. distributed innovation and on structural similarity as a driver of employee behaviors.en
dc.language.isoende_DE
dc.relation.ispartofStrategic management journalde_DE
dc.titleDistributed decision‐making in the shadow of hierarchy: How hierarchical similarity biases idea evaluationde_DE
dc.typeArticlede_DE
dc.type.diniarticle-
dcterms.DCMITypeText-
tuhh.abstract.englishCompanies are increasingly opening up decision-making, involving employees on all levels in distributed – and purportedly ‘hierarchy-free’ – decision processes. We examine how hierarchy reaches into such ‘democratized’ systems, arguing that it is a source of homophily that biases idea evaluation decisions. Using a data set from internal crowdfunding at one of the world's largest industrial manufacturers, we show that idea evaluators overvalue hierarchically similar others’ ideas. Competition in the form of lateral closeness dampens this bias, whereas uncertainty in the form of novelty amplifies this bias. We contribute to the literatures on decision biases in centralized vs. distributed innovation and on structural similarity as a driver of employee behaviors.de_DE
tuhh.publisher.doi10.1002/smj.3497-
tuhh.publication.instituteOrganizational Design and Collaboration Engineering W-13de_DE
tuhh.type.opus(wissenschaftlicher) Artikel-
dc.type.driverarticle-
dc.type.casraiJournal Article-
dc.identifier.scopus2-s2.0-85151916022de_DE
datacite.resourceTypeArticle-
datacite.resourceTypeGeneralJournalArticle-
item.openairecristypehttp://purl.org/coar/resource_type/c_6501-
item.languageiso639-1en-
item.creatorGNDSchweisfurth, Tim-
item.creatorGNDSchöttl, Claus P.-
item.creatorGNDRaasch, Christina-
item.creatorGNDZaggl, Michael A.-
item.mappedtypeArticle-
item.cerifentitytypePublications-
item.openairetypeArticle-
item.fulltextNo Fulltext-
item.grantfulltextnone-
item.creatorOrcidSchweisfurth, Tim-
item.creatorOrcidSchöttl, Claus P.-
item.creatorOrcidRaasch, Christina-
item.creatorOrcidZaggl, Michael A.-
crisitem.author.deptOrganizational Design and Collaboration Engineering W-13-
crisitem.author.deptTechnologie- und Innovationsmanagement W-7-
crisitem.author.orcid0000-0002-6774-3912-
crisitem.author.orcid0000-0002-7119-7061-
crisitem.author.parentorgStudiendekanat Management-Wissenschaften und Technologie (W)-
crisitem.author.parentorgStudiendekanat Management-Wissenschaften und Technologie (W)-
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