For managers, the findings imply the need to take one step back and reflect on the way the firm is managed and find a better balance between innovativeness, meaning having a broad behavioural repertoire to be able to see and respond to different situational contexts, and efficiency, using a habitual response, representing a more limited behavioural repertoire, in order to be cost effective.
On the other hand, managers who show a broad behavioural repertoire and perform different roles frequently will be more successful when they can adopt better to different situations.
This implies that managers having a broad behavioural repertoire and performing different roles frequently will perform better than their peers having a simplistic strategy-making process, which is characterized by a lack of variance in the behaviour of the manager.
So, from this theoretical perspective, it seems as if successful managers are those who manage to have a broad behavioural repertoire, compared with the less successful mangers' more limited repertoire.
An interview guide with open-ended questions was developed (Table 1) with topics that were derived from a broad behavioural model i.e. the I-Change model.
Here we used a broad, unbiased and sensitized screening approach to uncover susceptibility to immune, metabolic, cardiac, cancer, and behavioural phenotypes.
Practice using a broader vocabulary and studying.
In particular, using broad behavioural domains like "action" would add only moderately to the specificity of the obtained results given the large heterogeneity of "action-related" experiments.
Most bookmakers need people to lose, but Normann uses a behavioural trading engine to make even more money when people win.
