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Power sharing at senior management levels

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Abstract

The paper presents research findings on decision making and differences in skill perception between 55 dyads of German managers of large organizations. These findings are related to research on carefully matched samples in the U.S. and U.K. The data, while still confined to two variables (two vertical and one horizontal method of measuring power sharing, and two ways of measuring perceptual differences between closely related decision makers), confirm the validity of a contingency model of managerial decision making and power sharing.

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