The paper uses a data set on a Dutch company of which the partners -who act as managers and entrepreneurs -have assessed both themselves and their peers on dimensions of De Waal's High Performance Management framework. Two of these dimensions relate to Management Behavior (MB) and Entrepreneurial Orientation (EO). The research addresses the question whether the theoretical differences between MB and EO (inward versus outward looking; short versus long term; directly or not directly affecting

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... ers; specific versus abstract) are reflected by differences in the predictive power of one's self-assessment on the assessment of one's peers. The authors' findings indicate that MB and EO assessments are uncorrelated; and related to self-assessments in different manners. MB follows the assessment patterns that can be expected among chess players where the skills of the evaluator predict how they evaluate their peers. EO in contrast follows the pattern that can be expected in the popular game of soccer where even unskilled spectators are able to assess the players. In MB, self-assessments by evaluees are poor predictors of how they are evaluated by their peers. In EO the reverse holds: self-assessments by evaluees predict their evaluations by peers (and therefore, these self-assessments are informative). The authors argue that the differences between MB and EO have organizational consequences. MB is subject to processes of learning and adaptation, and therefore any differences within management teams can be overcome. Since team members will not easily disagree on each other's EO related skills, weaknesses are taken for granted and may cause an entrepreneurial stalemate with no improvement.