The purpose of this paper is to examine how the effectiveness of delegation as a management practice is impacted by various factors such as manager cognition, perceived…
The purpose of this paper is to examine how the effectiveness of delegation as a management practice is impacted by various factors such as manager cognition, perceived subordinate competence, and cultural differences. This research may help global business leaders to better understand how cultural differences may impact managerial functions and how to manage culturally diverse employees.
This paper is based upon a conceptual discussion of delegation as it has been studied in the past and a reflection on the ways in which past research can usefully inform current trends in the use of delegation as a management practice.
A model is proposed that suggests that the effectiveness of delegation in a local context is a function of the global leader’s cognitions and perceptions of their subordinates. Further, it suggests that this relationship is moderated by the local cultural context in that some cultures may be opposed to being delegated authority.
This paper presents a conceptual framework and therefore empirical applicability of this model must be proven.
Delegation is an under-researched management practice. This paper contributes to the delegation literature by exploring its value to management in a global context.
– The purpose of this paper was to identify examples of management lore currently in the organizational sciences.
The purpose of this paper was to identify examples of management lore currently in the organizational sciences.
The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.
Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.
A number of areas in which academic research gainsays what we believe to be an immutable fact.
This descriptive study of 184 small firms identified strategies most frequently used by their managers. These strategies were identified using the Entrepreneurial Strategy…
This descriptive study of 184 small firms identified strategies most frequently used by their managers. These strategies were identified using the Entrepreneurial Strategy Matrix, a situational model in which the identification of levels of innovation and risk lead to prescriptions of appropriate strategies. Concurrently, this model was empirically tested and its validity supported. Of the strategies used, the five most common were: “work to create a competitive advantage,” “maintain innovation,” “lower the costs of developing and/or maintaining one’s venture,” “defend product/service as it is now,” and “create a first mover advantage.” In addition, there were no differences between the use of strategies by entrepreneurs in service and manufacturing industries.