Troy V. Mumford

TL;DR: In this paper, the authors developed and validated measures of causation and effectuation approaches to new venture creation and test their measures with two samples of entrepreneurs in young firms and found that effectuation is a formative, multidimensional construct with three associated sub-dimensions (experimentation, affordable loss, and flexibility) and one dimension shared with the pre-commitments.

TL;DR: In this article, the authors proposed a model made up of four categories of leadership skill requirements: Cognitive skills, interpersonal skills, business skills, and strategic skills, which are then tested in a sample of approximately 1000 junior, mid-level, and senior managers, comprising a full career track in the organization.

TL;DR: In this paper, the authors introduce the concept of team role knowledge and investigate its potential usefulness for team member selection, and show that role knowledge also provided incremental validity beyond mental ability and the Big Five personality factors in the prediction of role performance.

TL;DR: In this article, the authors outline eight obstacles to work redesign: (1) influences on multiple outcomes, (2) trade-offs between different approaches, (3) choosing appropriate units of analysis, (4) difficulty in predicting the nature of the job, complications from individual differences, job enlargement occurring without job enrichment, creating new jobs as part of growth or downsizing, and (5) differences between longterm and short-term effects.

TL;DR: In this paper, a longitudinal quasi-experimental study showed that although such a redesign had positive effects on three performance behaviors (effort, skill usage, and problem solving), its effectiveness also depended on aspects of the organizational context.