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Managerial Perceptions (managerial + perception)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting83%

Selected Abstracts

Managerial Perceptions of Supply Risk

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2003
George A. Zsidisin
SUMMARY There has been a growing emphasis in business on outsourcing production activities and focusing on core competencies. The decision to outsource the production of goods and services, however, has inherent risk. The purposes of this article are to describe characteristics of inbound supply that affect managerial perceptions of supply risk and to create a classification of those supply risk sources. An analysis of case study data suggests that supply risk is perceived by the effect that purchased items and services have on corporate profitability, market factors, and supplier characteristics. By understanding the characteristics of supply risk, supply management professionals can implement strategies for better managing that risk. [source]

Managerial perceptions of project stability

PROJECT MANAGEMENT JOURNAL, Issue 4 2008
Stephen M. Swartz
Abstract This research investigated the importance of stability (ability of schedules to absorb disruption) to project outcomes. Managers involved in aviation systems development were surveyed for their perceptions of importance and usefulness for project attributes and performance management measures. Traditional measures of cost, schedule, performance, and earned value were compared to proposed measures of stability. Stability and earned value had both importance and usefulness to the managers. Stability was perceived to be as important as the more common measures. Perceptions differed depending on program size, scope, and stage of completion and between managers depending on experience and certification level. [source]

Choosing strategic responses to address emerging environmental regulations: size, perceived influence and uncertainty

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 8 2008
Bruce Clemens
Abstract How companies respond to impending regulations is a significant aspect of corporate strategy. Regulations, especially environmental regulations, are expanding quickly and increasingly important to firm success. The threat of impending environmental regulation forces companies to choose levels of strategic responses on a continuum from passive to active. Using practitioner oriented research and existing theoretical models of corporate response, this study finds that the type of strategic response is negatively related to size, positively related to state uncertainty and negatively related to effect/response uncertainty. Based on existing literature and the results of this study, the paper suggests that simplifying the uncertainty construct could lead to more definitive findings in future research. The study results also suggest that a curvilinear relationship may exist between managerial perception of influence and level of strategic response. Most importantly, the findings could have a significant impact on firm decision making regarding environmental investments. For example, it is hoped that firms will be able to use the findings of this study to further understand and anticipate their competitors' decisions. Practitioners may also benefit from the conclusions on uncertainty in that they may be able to more cleanly parse the types of uncertainty immersed in impending environmental regulations. Finally, firms may be better able to understand decisions by their own managers and their competitors' managers in terms of their perceived influence over the regulatory process. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source]

Managerial Perceptions of Supply Risk

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2003
George A. Zsidisin
SUMMARY There has been a growing emphasis in business on outsourcing production activities and focusing on core competencies. The decision to outsource the production of goods and services, however, has inherent risk. The purposes of this article are to describe characteristics of inbound supply that affect managerial perceptions of supply risk and to create a classification of those supply risk sources. An analysis of case study data suggests that supply risk is perceived by the effect that purchased items and services have on corporate profitability, market factors, and supplier characteristics. By understanding the characteristics of supply risk, supply management professionals can implement strategies for better managing that risk. [source]

Decision-making Autonomy in UK International Equity Joint Ventures

BRITISH JOURNAL OF MANAGEMENT, Issue 4 2003
Keith W. Glaister
This paper investigates approaches to decision making in international joint ventures (IJVs) from the perspectives of the transactions cost and resource-based theories of the firm. In particular, the concept of autonomy in decision-making in a sample of UK-European equity joint ventures is examined. The study adopts a multi-method personal interview and self-administered questionnaire approach to examine managerial perceptions of decision-making and autonomy in the parent firms and the joint venture. The findings show that there are differences in the perception of autonomy between each of the parent firms, and between the parent firms and the IJV management. When we unpack the nature of autonomy in detail, it is found that IJV managers have greater degrees of operational autonomy than strategic autonomy and that decision making by IJV managers takes place within the context of constraints set within the IJV's business plan. This confirms the transaction cost theory which posits that key internal markets (for management, technology and capital) will be under parent control and also supports the resource based view that key capabilities are protected under the business plan established by the parent firms. The influence on IJV autonomy of the moderating variables IJV performance and IJV duration are also examined. [source]

Studying the Accuracy of Managers' Perceptions: A Research Odyssey

BRITISH JOURNAL OF MANAGEMENT, Issue 1 2003
John M. Mezias
Much organizational activity and academic research relies on the accuracy of managers' perceptions. However, few studies have assessed the accuracy of managerial perceptions, and these studies indicate that managers' perceptions are often very inaccurate. This article discusses an odyssey into the study of managerial perceptions spanning two decades and two empirical studies. It depicts the evolution of research questions, samples, study designs, problems with such research and inferences drawn. It also identifies some errors that tend to be especially large and suggests some corrective actions. These corrective actions include using education and training to inform managers about organizational and environmental properties, exploiting improved technology, helping organizations to identify and correct misperceptions and designing robust organizations that can tolerate misperceptions. [source]