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Managerial Characteristics (managerial + characteristic)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	80%

Selected Abstracts

Managerial characteristics and willingness to send employees on expatriate assignments

HUMAN RESOURCE MANAGEMENT, Issue 6 2009
George S. Benson
Abstract This paper examines the characteristics of managers that influence their willingness to send employees on expatriate assignments. Data from 336 senior managers in a major U.S. professional services firm indicate that managers who are higher up in the organizational hierarchy are more willing to send employees on expatriate assignments. In addition, our findings show that managers who have more extensive international experience are more inclined to send employees on such assignments and that managers with expatriate experience themselves are much more willing to send their employees overseas, regardless of whether they currently work with international clients. © 2009 Wiley Periodicals, Inc. [source]

Influence of managerial characteristics on the environmental performance of spanish companies

ENVIRONMENTAL QUALITY MANAGEMENT, Issue 1 2002
Beatriz Junquera
First page of article [source]

How company and managerial characteristics influence strategic alliance adoption in the travel sector

INTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 4 2007
Jaloni Pansiri
Abstract The purpose of this paper is to examine the role of company and executive characteristics in strategic alliance formation in the tourism sector of travel. A survey of Australian travel sector businesses was carried out and the results indicate a high level of interaction through alliances between various sectors of the Australian tourism industry. Top managers' characteristics (experience, ownership and risk-taking attitude) were found to be influential in taking strategic decisions of whether to form alliances or not. These characteristics do not play an important role in determining the number of alliances an organisation has and their geographical location, as much as company characteristics do. The findings of this paper imply that company characteristics are important in determining alliance formation. Managers should thoroughly consider these characteristics when deciding not only to form alliances, but also the types of alliances that could help their organisations to be more competitive, given limited resources. Copyright © 2007 John Wiley & Sons, Ltd. [source]

A comparison of American and international prototypes of successful managers

JOURNAL OF LEADERSHIP STUDIES, Issue 1 2009
Melenie J. Lankau
In the present study, similarities and differences between prototypes of successful managers were examined across four cultural groups: Americans, Europeans, Asians, and Latin Americans. Managers from the hospitality industry (N = 366) used an 84,item attribute inventory to rate a successful middle manager. In addition, Americans' stereotypes of ethnic managers were compared with prototypes held by managers from those ethnic cultures. Specifically, American managers' perceptions of Asian and Hispanic managers were compared against Asian and Hispanic/Latin American managers' prototypes. A high level of correspondence in prototype characteristics was found across the four cultural groups. In addition, American-defined ethnic manager stereotypes also contained profiles similar to cultural prototypes. However, important differences were also detected on many managerial characteristics. Implications of the findings for cross-cultural congruence and areas for future research are discussed. [source]

The Influence of Top Management Teams in the Strategic Orientation and Performance of Small and Medium-sized Enterprises

BRITISH JOURNAL OF MANAGEMENT, Issue 4 2009
Alejandro Escribá-Esteve
Identifying which factors affect firms' performance is a critical issue in strategic management research. This paper addresses the influence of managerial team over the behaviour and performance of small and medium-sized enterprises (SMEs). By treating top management team (TMT) characteristics as predictors of a firm's strategic orientation, we seek to provide a more complete understanding of how the characteristics of managerial teams shape decision-making processes and SMEs' behaviours in order to successfully compete in low munificent environments. Based on primary data regarding managerial characteristics and firms' behaviours of a sample of 295 SMEs, our results confirm that a firm's strategic orientation plays a mediating role in explaining how TMT characteristics determine SMEs' performance. [source]