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Article
Publication date: 5 June 2017

Annachiara Scapolan, Fabrizio Montanari, Sara Bonesso, Fabrizio Gerli and Lorenzo Mizzau

The purpose of this paper is to investigate the behavioural competencies of directors and managers working for cultural organizations and their relationship with…

Abstract

Purpose

The purpose of this paper is to investigate the behavioural competencies of directors and managers working for cultural organizations and their relationship with organizational performance.

Design/methodology/approach

The study adopts an ESC competency modelling process and the technique of the Behavioural Event Interview as the primary source of data collection. In particular, the authors interviewed 14 directors and managers of six performing arts organizations operating in Emilia-Romagna, a region located in Northern Italy.

Findings

Findings show that directors and managers of cultural organizations are characterized by a specific set of social and emotional (e.g. persuasion and empathy), whereas cognitive competencies, such as quantitative analysis, are less frequent. Findings highlight also that a balanced portfolio of behavioural competencies emerges as importantly correlated with high organizational performance.

Practical implications

Findings offer relevant managerial implications for the design and implementation of a coherent set of human resource management practices, which allow cultural organizations to reach above-average performance.

Originality/value

This study contributes to a better understanding of the relationship between managerial competencies and the performance of cultural organizations, taking into account specific kinds of competencies – namely, behavioural competencies – which have been neglected by the previous literature.

Objectivo

Este estudio pretende investigar las competencias comportamentales de los directores y managers que trabajan en las organizaciones culturales, y la relación entre estas competencias y la el desempeño organizacional.

Diseño/metodología/enfoque

Este estudio usa el proceso ESC competency modelling y la técnica de la Behavioral Event Interview. Sobre todo, entrevistamos 14 directores y managers de seis organizaciones de espectáculos en vivo que operan en Emilia-Romagna, una región del Norte de Italia.

Hallazgos

Encontramos que los directores y managers de las organizaciones culturales muestran un conjunto especifico de competencias sociales y emocionales (persuasión, empatía, etc.), mientras que las competencias cognitivas son menos frecuentes. Hallazgos muestran también que un portfolio balanceado de competencias comportamentales está correlacionado con alto desempeño organizacional.

Implicaciones prácticas

Los Hallazgos ofrecen relevantes implicaciones administrativas por el diseño y la implementación de un sistema coherente de prácticas de recursos humanos, que permite a las organizaciones culturales conseguir un alto rendimiento organizacional.

Originalidad y valor

Este articulo contribuye a una mejor comprensión de la relación entre las competencias de los managers y el desempeño de las organizaciones culturales, sobre todo considerando competencias específicas (las competencias comportamentales) que los estudios pasados han descuidado.

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Article
Publication date: 8 May 2017

Alessandra Tognazzo, Paolo Gubitta and Fabrizio Gerli

This paper aims to identify which top leaders’ behavioral emotional intelligence (EI)-competencies affect firm performance when considering the overall organization…

Abstract

Purpose

This paper aims to identify which top leaders’ behavioral emotional intelligence (EI)-competencies affect firm performance when considering the overall organization orientation toward efficiency, human resources and adaptability to the external environment as an interface (i.e. a filter) between the individual leader and firm outcomes.

Design/methodology/approach

The research was conducted on a sample of Italian top leaders. The authors used a cross-level analysis that distinguishes individual characteristics, mid-level performance determinants and organizational results. The authors used a variety of methods of assessment: behavioral event interviews for top leaders’ EI-competencies; subject matter experts’ evaluations for organizational orientation; a non-parametric statistical analysis for distinctive competencies; objective financial data for firm financial performance. To identify which competencies impact on financial performance, factor and regression analysis was used.

Findings

In firms oriented toward efficiency, human resources and adaptability to the external environment, top leaders’ people management EI-competencies are the most frequent distinctive abilities. These distinctive competencies can be further distinguished into task, relationship and change-oriented behaviors, although only the first two appear to be related to firm performance.

Practical implications

To foster firm performance, top leaders should leverage certain EI-related competencies, especially those that are task and relationship oriented. Leaders should not only see the organization as an extension of themselves but also be aware that the organization might obstacle their individual impact.

Originality/value

This original empirical study uses different data sources and methodologies, it assesses a multi-level model and is conducted in Italy. No previous empirical study has considered the organization as a filter – and not an enhancer – between the top leader and firm performance.

Details

International Journal of Organizational Analysis, vol. 25 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Content available
Article
Publication date: 6 March 2020

Laura Cortellazzo, Sara Bonesso and Fabrizio Gerli

The entrepreneur is the main decision-maker in small and medium-sized enterprises and is the principal force in the implementation of a firm's international strategy…

Abstract

Purpose

The entrepreneur is the main decision-maker in small and medium-sized enterprises and is the principal force in the implementation of a firm's international strategy. Research has paid limited attention to the intangible aspects of human capital, namely behavioural competencies that may have an impact on the entrepreneur's ability to take advantage of international opportunities. This study addresses this gap, identifying the behavioural competencies that distinguish entrepreneurs who pursue a stronger internationalisation expansion beyond the European market.

Design/methodology/approach

A competency modelling process is implemented for a sample of Italian entrepreneurs. Data on behavioural competencies are obtained through the coding of behavioural event interviews administrated to the entrepreneurs. Export intensity is adopted as a performance criterion to classify the entrepreneurs.

Findings

Three behavioural competencies (change catalyst, teamwork and organisational learning orientation) emerged as more significantly activated by entrepreneurs who show a higher export intensity in the global market.

Research limitations/implications

The exploratory nature of the study, conducted in a small sample and in a specific geographical area, may reduce the generalisability of the findings.

Practical implications

Entrepreneurs can become aware of the behavioural competencies needed for the implementation of internationalisation processes. Additionally, training programmes can be designed to promote the development of these behaviours.

Originality/value

Bridging the literature on international entrepreneurship, cross-cultural studies and competency-based research, this study highlights the role of behavioural competencies in the internationalisation process from a micro level of analysis. This article proposes a competency framework that can be adopted to assess a broader portfolio of entrepreneurs' behaviours.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 26 no. 4
Type: Research Article
ISSN: 1355-2554

Keywords

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Article
Publication date: 5 February 2018

Arnaldo Camuffo and Fabrizio Gerli

The purpose of this paper is to identify and empirically validate a repertoire of management behaviors associated with the adoption of lean systems, showing how a subset…

Abstract

Purpose

The purpose of this paper is to identify and empirically validate a repertoire of management behaviors associated with the adoption of lean systems, showing how a subset of such behaviors differentiates more advanced lean systems in a specific setting.

Design/methodology/approach

The study applies regression analysis and non-parametric hypothesis testing to an original data set coming from field research of 26 cases of adoption of lean operations practices.

Findings

The study: identifies in the lean literature a repertoire of management behaviors that support lean implementations and complement the adoption of lean practices; provides a way to operationalize them; validates this repertoire of behaviors; and shows that a subset of these behaviors is associated with more advanced lean implementations, suggesting the necessity to adopt a situational approach to lean leadership.

Research limitations/implications

The findings have boundary conditions, defined by the national, industrial, and size context in which the study was conducted.

Practical implications

The study provides practical guidance for lean system implementation suggesting a repertoire of management behaviors within which firms can identify and validate specific, appropriate subsets of behaviors aligned with the company strategy, culture, size, environment, bundle of lean operation practices adopted, and maturity stage of lean adoption.

Originality/value

This is the first study to provide quantitative, non-anecdotal evidence of the relationship between specific management behaviors and the successful implementation of lean operations practices. It offers a novel method to operationalize and measure lean management behaviors.

Details

International Journal of Operations & Production Management, vol. 38 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 18 September 2009

Arnaldo Camuffo, Fabrizio Gerli, Silvia Borgo and Tatiana Somià

This study aims to explore how the amount and the nature of learning accrued during an MBA – measured in terms of competency development – impact on career advancement and…

Abstract

Purpose

This study aims to explore how the amount and the nature of learning accrued during an MBA – measured in terms of competency development – impact on career advancement and compensation.

Design/methodology/approach

Applying nonparametric statistical analysis on data from behavioral event interviews and survey questionnaires to a sample of 44 Italian MBA graduates, the study investigates: the type and extent of competency development during the MBA programme and the relationship between this competency development and post‐MBA career and compensation.

Findings

The findings support the hypothesis that the degree of competency development during the MBA programme enhances career advancement, and that some competencies, like planning, result orientation, networking, organizational awareness, system thinking and use of technology, do so particularly, which is consistent with literature on career competencies. No relationship is found, instead, between competency development during the MBA and compensation.

Originality/value

Most of the outstanding research supports the hypothesis that the MBA enhances career advancement, but the evidence about how the skills and competencies associated with an MBA study impact on career outcomes is polarized and remains somewhat sketchy. Several scholars have examined the career outcomes for MBA graduates, but no specific study has addressed the issue of assessing whether and to what extent the competencies developed during the MBA programme impact on career outcomes. The study investigates this issue and tries to explore the relationship between competencies development and career advancement.

Details

Journal of Management Development, vol. 28 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

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Article
Publication date: 3 February 2012

Arnaldo Camuffo, Fabrizio Gerli and Paolo Gubitta

The purpose of this paper is to explore if and to what extent the competency portfolio of entrepreneurs affects firm's performance, controlling for a set of individual and…

Abstract

Purpose

The purpose of this paper is to explore if and to what extent the competency portfolio of entrepreneurs affects firm's performance, controlling for a set of individual and organizational variables.

Design/methodology/approach

Applying nonparametric statistical analysis on data from behavioral event interviews and survey questionnaires to a sample of 53 entrepreneurs (small firm owners), this study investigates: the type, scope and depth of the entrepreneurs' competence portfolio; and the relationship between the entrepreneurs' competence portfolio and their firm performance. The empirical setting is a sample of northeast Italian small family businesses.

Findings

The authors' research shows which are the functional, emotional and cross‐functional competencies that differentiate entrepreneurs' performance and identifies which are the threshold competencies (Self‐control, Information gathering and Visioning) and the distinctive competencies (Planning, Empathy, Business bargaining, Organizational awareness, Directing others and Benchmarking).

Originality/value

The existing literature on the determinants of successful entrepreneurship mostly focuses on technological, financial and institutional factors, even if entrepreneurs' skills, knowledge, creativity, imagination, and alertness to opportunities are at least as much important in shaping small firms' performance. Building on competency modeling techniques and emotional intelligence literature, this study explores the link between personal characteristics and competencies of entrepreneurs and the performance of their firms. The study offers some managerial implications, provides direction to practitioners and policy makers on how to support entrepreneurship and small business development, and suggests future research directions.

Details

Cross Cultural Management: An International Journal, vol. 19 no. 1
Type: Research Article
ISSN: 1352-7606

Keywords

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Book part
Publication date: 13 July 2017

Sara Bonesso, Fabrizio Gerli, Anna Comacchio and Laura Cortellazzo

Research has extensively underlined the positive impact of emotional, social and cognitive competencies on leadership effectiveness. Despite the fact that literature…

Abstract

Research has extensively underlined the positive impact of emotional, social and cognitive competencies on leadership effectiveness. Despite the fact that literature acknowledges that these competencies can be learned from different experiences over a person’s lifetime, research has mainly focused on leadership development in adulthood. Through the case study of the Ca’ Foscari Competency Centre, this chapter advances the understanding on how higher education can favour leadership development at the early stage, in terms of identity formation and self-regulation, through the implementation of the intentional change theory, considering that this learning process varies according to different developmental trajectories.

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Article
Publication date: 18 September 2009

Richard E. Boyatzis and Franco Ratti

The purpose of this study is to report data showing competencies that distinguish effective managers and leaders in a large Italian company and in Italian cooperatives.

Abstract

Purpose

The purpose of this study is to report data showing competencies that distinguish effective managers and leaders in a large Italian company and in Italian cooperatives.

Design/methodology/approach

The approach takes the form of analysis competencies coded from 51 interviews and 53,360 assessments of managers and leaders comparing more and less effective managers and leaders.

Findings

Emotional, social and cognitive intelligence competencies predict effectiveness in management and leadership roles in a variety of Italian organizations.

Research limitations/implications

Although each sample is small, together they create a basis for future confirmatory research.

Practical implications

Competencies needed to be effective can be identified.

Originality/value

The paper and the studies reported are the first to be published showing competencies that distinguish effectiveness in Italian managers and leaders.

Details

Journal of Management Development, vol. 28 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

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Book part
Publication date: 13 July 2017

Abstract

Details

Emotions and Identity
Type: Book
ISBN: 978-1-78714-438-5

Content available
Article
Publication date: 3 May 2021

Filippo Ferrari

Drawing on the theory of planned behaviour, this research aims to investigate systemically if and how incumbents and successors share attitudes, social norms and…

Abstract

Purpose

Drawing on the theory of planned behaviour, this research aims to investigate systemically if and how incumbents and successors share attitudes, social norms and perception of the feasibility of their business succession.

Design/methodology/approach

Qualitative research carried out on a group of small Italian family firms (N = 10).

Findings

This study provides evidence of background mechanisms (attitudes, social norms and perception of feasibility) affecting the implementation of business succession planning in family SMEs. Moreover, this study provides further evidence supporting the role of social norms in strategic decision-making processes within family firms.

Research limitations/implications

Findings from this study contribute to current literature in multiple ways and have several research implications.

Practical implications

This study highlights that it is more appropriate to adopt a systemic rather than an individualistic approach in investigating/managing business succession.

Social implications

Family firms are the most widespread type of firms in the world; thus, a systematic failure in business transmission represents a prominent socioeconomical problem for policy-makers and institutions.

Originality/value

This study leads to further developments in exploring business succession from a psychological point of view. Findings also highlight the limits of how a theory applied in order to predict individual behaviour can provide insight into collective behaviour involving a family.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

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