Home About us Contact
|
Home About us Contact | ||
|
|
||
Managerial Behavior (managerial + behavior)
Selected AbstractsSourcing Research as an Intellectual Network of Ideas,DECISION SCIENCES, Issue 3 2008G. Tomas M. Hult ABSTRACT What are the current intellectual clusters in the sourcing literature? How do these clusters relate to each other? How has sourcing-related research changed over the last 10 years? We respond to these questions by examining the intellectual structure of research in the sourcing literature across 21 journals during the last decade (1998,2007). Multidimensional scaling is used to analyze cocitation data involving 72,003 citations from 1,960 sourcing articles. The results indicate that 10 different sourcing clusters emerged in the 1998,2002 period and 6 sourcing clusters surfaced in the 2003,2007 period. Five of the intellectual clusters in 1998,2002 disappeared in 2003,2007, five clusters remained, and one new cluster materialized in 2003,2007 that did not exist in the earlier period (Managerial Behavior and Upstream Decision Making). [source] Managerial Behavior, Entrepreneurial Style, and Small Firm PerformanceJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2003Eugene Sadler, Smith Considerable effort has been devoted to identifying the general characteristics of entrepreneur; however, much of this has been conducted from a trait,based rather than from a behavioral perspective. In this study of small firms in the United Kingdom, we explored the relationships among managerial behaviors (based upon a competence model), entrepreneurial style (based on Covin and Slevin's theory), and firm type (in terms of sales growth performance). Principal components analysis of a management competence inventory identified six broad categories of managerial behavior. Regressing a measure of entrepreneurial style on these six behaviors suggested that managing culture and managing vision are related to an entrepreneurial style, while managing performance is related to a nonentrepreneurial style. Entrepreneurial style,but not managerial behavior,was associated positively with the probability that a firm would be a high,growth type. The results are discussed from the perspective of a model of small firm management that posits separate entrepreneurial, nonentrepreneurial, and generic management behaviors derived from a global competence space. [source] The Effect of Upward Feedback on Managerial BehaviorAPPLIED PSYCHOLOGY, Issue 1 2004Peter A. Heslin Un feed-back de gratification a été donné par des subordonnés aux managers australiens d'une firme internationale de prestation de services. Dans cette recherche quasi-expérimentale, la perfomance au travail de ces managers, a pu être observée six mois plus tard par les subordonnés comme s'étant accrue par rapport à la performance initiale et à ceux obtenus par un groupe de comparaison. L'efficacité personnelle modère la portée de ces résultats suggérant qu'elle joue un rôle clé en déterminant des réactions comportementales au feed-back de gratification. L'orientation vers un but d'apprentissage fut corrélée de manière significative à leur performance subséquente. Upward feedback from subordinates was provided to Australian managers in an international professional services firm. The job performance of the managers in this quasi-experimental study was observed by subordinates to be significantly higher six months later, compared to both initial performance and subordinate ratings of a comparison group. Self-efficacy moderated this finding, suggesting that it plays a key role in determining behavioral reactions to upward feedback. The managers' learning goal orientation correlated significantly with their subsequent performance. [source] Escalation: The Role of Problem Recognition and Cognitive BiasDECISION SCIENCES, Issue 3 2007Mark Keil ABSTRACT Escalation of commitment to a failing course of action is an enduring problem that remains central to the study of managerial behavior. Prior research suggests that escalation behavior results when decision makers choose to ignore negative feedback concerning the viability of a previously chosen course of action. Previous work has also suggested that certain cognitive biases might promote escalation behavior, but there has been little attempt to explore how biases other than framing affect escalation. In this article, we explore the extent to which decision makers actually perceive negative feedback as indicative of a problem and how this influences their decision to escalate. Although problem recognition and cognitive biases have been intensively studied individually, little is known about their effect on escalation behavior. In this research, we construct and test an escalation decision model that incorporates both problem recognition and two cognitive biases: selective perception and illusion of control. Our results revealed a significant inverse relationship between problem recognition and escalation. Furthermore, selective perception and illusion of control were found to significantly affect both problem recognition and escalation. The implications of these findings for research and practice are discussed. To improve problem recognition and reduce the incidence of escalation, practicing managers should implement modern project management practices that can help to identify and highlight potential problems while guarding against these two key cognitive biases that promote the behavior. [source] A Monitoring Role for Deviations from Absolute Priority in Bankruptcy ResolutionFINANCIAL MARKETS, INSTITUTIONS & INSTRUMENTS, Issue 5 2003By Dina Naples Layish Firms that have successfully reorganized under Chapter 11 of the bankruptcy laws of the United States frequently award shares of common stock in the reorganized firm to pre-bankruptcy shareholders, even though pre-bankruptcy creditors' claims are not fully satisfied. Using a sample of large publicly traded firms, these deviations from absolute priority (DAPR) are found to be positively related to the severity of agency costs within a financially distressed firm. US bankruptcy laws may exacerbate these agency costs by granting exclusivity to management during the reorganization period. Firms in which outside shareholders are more concentrated have a lower occurrence of DAPR indicating that blockholders provide an effective monitoring mechanism for controlling managerial behavior during reorganization. On the other hand, firms without this monitoring mechanism have a higher probability of DAPR indicating that creditors attempt to control managerial behavior by providing them with some sort of financial compensation via their equity holding in the firm. Finally, the evidence indicates that DAPR can be used to mitigate the hold-up problem resulting from voting rights granted to both junior and senior claimants of the firm by US bankruptcy laws. [source] East,west: does it make a difference to hospital efficiencies in Ukraine?HEALTH ECONOMICS, Issue 11 2006Anatoly I. Pilyavsky Abstract Ukraine's history has given it a split personality (e.g. divergent cultural influences on economic and managerial behavior), as was observed in the recent political developments both prior to and following the December 2004 elections. Eastern regions were heavily influenced by Russo-Soviet rule, while western regions have more of a European outlook. This study, which is largely exploratory, compares recent trends in hospital efficiency in Ukraine to see if this split personality manifests itself in differential rates of improvement. Given the inflexibility of Soviet-style planned economies, it is hypothesized that western regions will show greater improvement in economic efficiency that can be attributed to higher levels of managerial and medical entrepreneurship. Data for this study comes from three oblasts (i.e. geopolitical regions), one in the west and two in the east, spanning from 1997 to 2001. Data envelopment analysis (DEA) was used to estimate technical efficiency for the hospitals. After correcting for bias, a second,stage Tobit regression was estimated. Results indicate that hospitals in the west improved efficiencies, while those in the east stayed constant. These western areas of the nation, being more amenable to western management and medical ,business' practice, may be quicker to pick up on new techniques to increase healthcare delivery efficiencies. This may stem from the more limited effects of a shorter history of incorporation into a Soviet-style planned and controlled economy in which individual decision-making and entrepreneurship was suppressed in favor of central decision-making by the state. Copyright © 2006 John Wiley & Sons, Ltd. [source] Managerial Behavior, Entrepreneurial Style, and Small Firm PerformanceJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2003Eugene Sadler, Smith Considerable effort has been devoted to identifying the general characteristics of entrepreneur; however, much of this has been conducted from a trait,based rather than from a behavioral perspective. In this study of small firms in the United Kingdom, we explored the relationships among managerial behaviors (based upon a competence model), entrepreneurial style (based on Covin and Slevin's theory), and firm type (in terms of sales growth performance). Principal components analysis of a management competence inventory identified six broad categories of managerial behavior. Regressing a measure of entrepreneurial style on these six behaviors suggested that managing culture and managing vision are related to an entrepreneurial style, while managing performance is related to a nonentrepreneurial style. Entrepreneurial style,but not managerial behavior,was associated positively with the probability that a firm would be a high,growth type. The results are discussed from the perspective of a model of small firm management that posits separate entrepreneurial, nonentrepreneurial, and generic management behaviors derived from a global competence space. [source] The Bonding Effects of Directors' Statutory Wage Liability: An Interactive Corporate Governance ExplanationLAW & POLICY, Issue 4 2002Ronald B. Davis Canadian corporate directors are personally liable to the corporation's employees for unpaid wages. The dominant rationale is the protection of vulnerable employees. A proposal under consideration to exonerate directors from this liability responds to claims that directors of financially troubled corporations resign prematurely, lessening the realized value potential of the firm. Scholars have also argued that a "liability chill" causes directors to make inefficient, risk-averse investment decisions while the corporation is solvent. Paradoxically, exoneration may actually decrease the value of the firm because directors' liability for employees' wages increases efficiency in corporate governance by reducing agency costs. It serves as a bond by directors to corporate stakeholders that they will diligently restrain harmful managerial behavior. [source] The inclusion challenge with reduced-load professionals: The role of the managerHUMAN RESOURCE MANAGEMENT, Issue 3 2008Pamela Lirio Increased interest in reduced-load (part-time) work among professionals who want to have a life beyond work has led to new challenges for managers who must sustain productivity while also supporting employees. However, to date, little attention has been focused on exactly how managers facilitate effective implementation of these alternative work arrangements. This study presents findings from an interview study of 83 cases of reduced-load professionals in 43 organizations in the United States and Canada. Analysis of the interviews with both professionals and their managers surfaced recurrent themes that led to identification of five clusters of behaviors and five clusters of dispositions that capture the nature of managerial support in implementing reduced-load work. The ten categories of behaviors and dispositions expand on existing notions of supervisory support and provide new insight into the role of managers in fostering inclusiveness. Additional quantitative analyses found significant relationships between the success of the reduced-load arrangements and specific managerial behaviors and dispositions. © 2008 Wiley Periodicals, Inc. [source] Managerial Behavior, Entrepreneurial Style, and Small Firm PerformanceJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2003Eugene Sadler, Smith Considerable effort has been devoted to identifying the general characteristics of entrepreneur; however, much of this has been conducted from a trait,based rather than from a behavioral perspective. In this study of small firms in the United Kingdom, we explored the relationships among managerial behaviors (based upon a competence model), entrepreneurial style (based on Covin and Slevin's theory), and firm type (in terms of sales growth performance). Principal components analysis of a management competence inventory identified six broad categories of managerial behavior. Regressing a measure of entrepreneurial style on these six behaviors suggested that managing culture and managing vision are related to an entrepreneurial style, while managing performance is related to a nonentrepreneurial style. Entrepreneurial style,but not managerial behavior,was associated positively with the probability that a firm would be a high,growth type. The results are discussed from the perspective of a model of small firm management that posits separate entrepreneurial, nonentrepreneurial, and generic management behaviors derived from a global competence space. [source] Leadership in education: Effective U.K. college principalsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2003Fabio Sala College leaders face increasing challenges to manage complex responsibilities. They must possess a wide variety of managerial and leadership skills to be successful in academic environments, which are beginning to resemble more traditional organizational frameworks. The study examined in this article explored the relationships among managerial style, organizational climate, and several measures of college-student performance with a sample of British further education college principals (similar to U.S. community college presidents). While considering the influence of various background factors, such as the size of the college, student funding, and years of experience, several significant relationships emerged demonstrating a significant association between principals' managerial behaviors and measures of college and student performance. [source] | ||||||||||