Managerial overconfidence: promoter of or obstacle to organizational resilience?

Learning motivation and self-assessment in health economics: a survey on overconfidence in healthcare providers

INTRODUCTION

Lifelong learning is the foundation for professionals to maintain competence and proficiency in several aspects of economy and medicine. Until now, there is no evidence of overconfidence (the belief to be better than others or tested) and clinical tribalism (the belief that one's own group outperforms others) in the specialty of health economics. We investigated the hypothesis of overconfidence effects and their relation to learning motivation and motivational patterns in healthcare providers regarding healthcare economics.

METHODS

We conducted a national convenience online survey of 116 healthcare workers recruited from social and personal networks to detect overconfidence effects and clinical tribalism and to assess learning motivation. Instruments included self-assessments for five learning dimensions (factual knowledge, skills, attitude, problem-solving and behaviour) and a four-item situational motivation scale. The analysis comprised paired t-tests, correlation analyses and two-step cluster analyses.

RESULTS

We detected overplacement, overestimation and signs of clinical tribalism. Responders in the physician subgroup rated themselves superior to colleagues and that their professional group was superior to other professions. Participants being educators in other competencies showed high overconfidence in health economics. We detected two groups of learners: overconfident but motivated persons and overconfident and unmotivated learners. Learning motivation did not correlate with overconfidence effects.

DISCUSSION

We could show the presence of overconfidence in health economics, which is consistent with studies in healthcare and the economy. The subjective perception of some medical educators, being role models to students and having a superior 'attitude' (eg, morality) concerning the economy may foster prejudice against economists as students might believe them. It also may aggravate moral distress and disrupts interactions between healthcare providers managers and leaders. Considering the study's limitations, lifelong interprofessional and reflective training and train-the-trainer programmes may be mandatory to address the effects.

Gentlemen seek harmony but not uniformity: The heterogeneity of entrepreneurial team and organizational resilience

The purpose of this research is to investigate the association of the heterogeneity of entrepreneurial team with organizational Resilience. In an uncertain environment, whether new ventures can form entrepreneurial resilience at the organizational level in adverse events becomes the key to sustainable development. Based on the theory of heterogeneous advantage and identity characteristics, this manuscript constructed a research framework of "Structure-Behavior-Result" and described the mechanism and boundary conditions of the heterogeneity of entrepreneurial team affecting organizational resilience in detail. The role of Confucian traditional culture as a moderator has also been analyzed. Data has been obtained from 390 entrepreneurs in China. All hypotheses were tested using moderated mediation model. It has been found that the heterogeneity of entrepreneurial team has positive effect on organizational resilience. It has also been discovered that cross-boundary search behavior acted as a partial mediator between the heterogeneity of entrepreneurial team and organizational resilience. The Confucian traditional culture strengthens the relationship between them. The results are helpful in understanding the internal mechanism of the heterogeneity of entrepreneurial team affecting organizational resilience. Theoretical and practical implications have been highlighted and future research suggestions have been provided.

The bright and dark sides of the Dark Triad traits among senior managers: effects on organizational commitment

Senior managers play a fundamental role in organizations. They shape organizational strategy and culture, set the mission, including opportunities for new markets, and construct the business models. Their commitment to the organization is vital to organizational performance, yet research on personality traits of senior managers and their commitment to organizations is limited. Drawing on self-affirmation theory, we investigate the consequences of senior managers’ ‘Dark Triad Traits’ (narcissism, psychopathy, and Machiavellianism) for their organizational commitment. We use the three-component model developed by Allen and Meyer (J Occup Psychol 63:1–18, 1990) to distinguish affective, continuance, and normative commitment. Our findings from a dataset of 394 senior French managers collected between 2017 and 2018 show that narcissism positively affects continuance commitment and normative commitment. This study contributes to a neglected stream of research investigating the relationship between Dark Triad traits and organizational commitment; contributes to ‘destigmatizing’ Dark Triad traits, often considered problematic for individuals; and adds to the minimal research currently on manager personality and organizational commitment.