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In this dissertation the relation between time headway in car following and the subjective experience of a driver was researched. Three experiments were conducted in a driving simulator. Time headways in a range of 0.5 to 4.0 seconds were investigated at 50km/h, 100km/h, and 150km/h under varied visibility conditions and at differing levels of driver control over the car. The main research questions addressed the possible existence of a threshold effect for the subjective experience of time headways and the influence of vehicle speed, forward visibility, and vehicle control on the position of time headway thresholds. Furthermore, the validity of zero-risk driver behavior models was investigated. Results suggest that a threshold exists for the subjective experience of time headways in car following. This implies that the subjective experience of time headways stays constant for a range of time headways above a critical threshold. The subjective experience of a driver is only influenced by time headway once this critical time headway threshold is passed. Speed does not influence preferred time headway distances in self- and assisted-driving, i.e. time headway thresholds are constant for different speeds. However, in completely automated driving preferred time headways are influenced by vehicle speed. For higher speeds preferred time headways decrease. A reduction of forward visibility leads to a shift in preferred time headways towards larger time headways. Results of this dissertation give credence to zero-risk models of driver behavior.
Organizational culture is widely acknowledged to be a driver of organizational effectiveness. However, existing empirical research tends to focus on investigating the links between individual, isolated culture dimensions and effectiveness outcomes. This approach is at odds with the theoretical roots of organizational culture and does not do justice to the complex reality that most organizations face. This issue is addressed by this dissertation, which is comprised of four studies. Study 1 investigated the psychometric quality and cultural equivalence of three culture measures in a German context, based on a sample of 172 employees in a bank. The results suggested that the German versions of the Denison Organizational Culture Survey and the Organizational Culture Profile performed satisfactorily, while results regarding the GLOBE survey fell short of expectations. Study 2 reviewed the literature on the link between culture and effectiveness with a focus on studies that treat organizational culture as a holistic phenomenon. The review yielded four kinds of holistic approaches (aggregation-based, agreement-based, moderation- or mediation-based, and configuration-based). Study 3 investigated how a change in organizational culture induced by an M&A project impacts employee commitment. Based on a sample of 180 employees in a German organization, the findings suggest that individuals perceive cultural change differently, that cultural stability is positively related to employee commitment, and that group-level leader-member exchange and individual self-efficacy moderate this relationship. Study 4 introduced a new theoretical perspective (set theory) and a novel methodology (fuzzy set qualitative comparative analysis) to the field of organizational culture. Across two samples (1170 employees in a financial service provider and 998 employees in fashion retailer), results indicated that culture dimensions do not operate in isolation, but jointly work together in achieving different effectiveness outcomes.