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dc.contributor.authorVan den Berghe, Lutgart
dc.contributor.authorLevrau, Abigail
dc.date.accessioned2017-12-02T14:52:41Z
dc.date.available2017-12-02T14:52:41Z
dc.date.issued2013
dc.identifier.isbn9781137275691
dc.identifier.urihttp://hdl.handle.net/20.500.12127/4929
dc.description.abstractThe objective of this paper is to investigate the impact that individual raters have on maturity assessments of organizations in the particular context of business process management (BPM). The hypotheses tested relate to the extent of the impact of individuals on maturity score variances and with the enforcing effect of organizational size on the disagreement among employees within organizations. Eight multilevel random-effects analyses for eight separate maturity dimensions clarify the intra-class correlation (agreement) within organizations. The analyses are based on a data set with a strictly hierarchical two-level data structure of employees (1755) nested within organizations (61). Results show that variance within organizations is significantly larger than zero and is even more important than variance between organizations. We conclude that a large individual background effect exists when rating an organization's business process maturity. In addition, we find that the larger the organizations are, the more disagreement within organizations is visible. Copyright © 2012 John Wiley & Sons, Ltd.
dc.language.isoen
dc.publisherPalgrave
dc.subjectEntrepreneurship
dc.subjectCorporate Governance
dc.titleAn effective board makes the necessary trade-offs
dc.title.alternativeHow to make boards work - An international overview
dc.source.beginpage187
dc.source.endpage211
vlerick.knowledgedomainEntrepreneurship
vlerick.knowledgedomainGovernance & Ethics
vlerick.typebookBook Chapter
vlerick.vlerickdepartmentEGS
dc.identifier.vperid26803
dc.identifier.vperid35906
dc.identifier.vpubid5870


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