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Article
Publication date: 19 July 2011

Umit S. Bititci, Fran Ackermann, Aylin Ates, John Davies, Patrizia Garengo, Stephen Gibb, Jillian MacBryde, David Mackay, Catherine Maguire, Robert van der Meer, Farhad Shafti, Michael Bourne and Seniye Umit Firat

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this…

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Abstract

Purpose

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.

Design/methodology/approach

The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.

Findings

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.

Research limitations/implications

Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.

Practical implications

The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.

Originality/value

This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

Details

International Journal of Operations & Production Management, vol. 31 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 11 January 2016

Satu Rekonen and Tua A. Björklund

– The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects.

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Abstract

Purpose

The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects.

Design/methodology/approach

Six NPD project managers were interviewed in three different project phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-face interviews were content analyzed and categorized according to thematic similarity.

Findings

Altogether 19 categories describing managerial concerns in managing innovative projects were recognized. Task-oriented, rather than people-oriented, approaches were dominant throughout the projects, although the reported concerns clearly varied at each phase. The early development phase emerged as a transition point, where managers had to transform their roles, reported activities decreased, and reported challenges increased.

Research limitations/implications

Although based on a small number of participants in a single setting, the results highlight the need for longitudinal studies and differentiating between the various phases of the innovation process, as there was great variance in the concerns of each phase. Furthermore, domain expertise seemed to have a large impact on how the managers reformulated their role in transitioning from the front-end to the development phases.

Practical implications

The present study emphasizes the need to support managers in transitioning between different innovation phases and to recognize the need to adjust managerial roles. Further, it seemed crucial to establish the practices supporting successful teamwork in the front-end phase before the first phase transition.

Originality/value

The study is a rare example of a longitudinal research design examining the implications and transition between different phases of the innovation process within the same projects for project managers.

Details

European Journal of Innovation Management, vol. 19 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Book part
Publication date: 1 August 2019

Olesya A. Stroeva, Innara R. Lyapina, Elena V. Sibirskaya, Elena V. Petrukhina and Liubov V. Plakhova

The purpose of the chapter is to distinguish the process of formation of algorithm of making of managerial decisions in the age of constant changes. The methodology of the chapter…

Abstract

The purpose of the chapter is to distinguish the process of formation of algorithm of making of managerial decisions in the age of constant changes. The methodology of the chapter includes the method of theoretical foundations, the method of theoretical differentiations of categorical tools, the method of algorithmization, and the method adaptive perception. The research results include the following theses: the problems of the research are current and important; categorical structure of definition “making of managerial decisions” is reflected within functions of management, the process of managerial activities, and decision making on the basis of the risk; actions on solving problems; the aspect of making of managerial decision is limited; authors' algorithm of making of managerial decision reflects rationality and irrationality of the formed situation. This article could be supplemented with practical recommendations in the sphere of making of managerial decisions.

Details

Specifics of Decision Making in Modern Business Systems
Type: Book
ISBN: 978-1-78756-692-7

Keywords

Article
Publication date: 4 April 2016

Satu Rekonen and Tua A. Björklund

– The purpose of this paper is to explore managerial functions and related activities of inexperienced project managers in the front-end of the innovation (FEI) process.

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Abstract

Purpose

The purpose of this paper is to explore managerial functions and related activities of inexperienced project managers in the front-end of the innovation (FEI) process.

Design/methodology/approach

In total, 15 student project managers were interviewed while they were engaged in the front-end phase of their respective eight-month projects. In total, 757 interview transcript segments on their perceptions of managerial functions were categorized based on thematic similarity of content.

Findings

Four major managerial functions emerged: providing structural support, coordinating and acting as a link, empowering the team, and encouraging and providing social support. Out of these, traditional task-oriented managerial functions were emphasized.

Research limitations/implications

Although limited by the small amount of participants in a university setting, the results suggest that task-oriented managerial functions are dominant even in the FEI for inexperienced project managers. More research is needed to understand the antecedents and consequences of such task-dominance, and whether it persists as more experience is accrued. On the other hand, domain knowledge seemed to play a smaller role than indicated by previous research.

Practical implications

Project managers should pay attention to creating structure in the uncertain front-end phase. Swift familiarization with the capabilities and practices of each team member cannot be overemphasized, as otherwise the heterogeneity of the team might become a limitation rather than asset. On the other hand, domain experience of the manager may not be necessary in the FEI.

Originality/value

The study addresses the gap in previous research on managerial functions specifically in the FEI. Task-oriented managerial functions emerged as way of novice project managers attempting to deal with the fluctuating contingencies in order to foster innovation.

Details

International Journal of Managing Projects in Business, vol. 9 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 2 February 2015

Alnoor Bhimani, Mthuli Ncube and Prabhu Sivabalan

– This paper aims to assess the impact of the presence/absence of risk management practices on the risk of merger and acquisition (M&A) failure.

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Abstract

Purpose

This paper aims to assess the impact of the presence/absence of risk management practices on the risk of merger and acquisition (M&A) failure.

Design/methodology/approach

An agency theoretic perspective is adopted, along with a mixed-methods approach to study managerial complexity beyond simply “good” and “bad”. The focus is on an agency conflicts.

Findings

The authors first present an integrated framework that classifies managerial behaviour and risk management, where M&A bids can become vehicles for maximising managerial benefits rather than shareholder value. The authors proceed to consider M&A activity that benefits both managers and shareholders in the presence of risk management strategies.

Research limitations/implications

The paper highlights the benefits of multiple paradigms and research paths that address dimensions captured by an agency theoretic perspective.

Practical implications

The authors regard this paper as having particular significance in that the global financial crisis has impacted M&A activities and objectives, shifting the employment and related risks faced by managers.

Originality/value

The paper suggests future research paths to advance the understanding of the complex behaviour of managers involved in M&A activities that go beyond the classification of “good” and “bad” managers.

Details

Managerial Auditing Journal, vol. 30 no. 2
Type: Research Article
ISSN: 0268-6902

Keywords

Article
Publication date: 1 June 1985

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…

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Abstract

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Details

Management Decision, vol. 23 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 5 May 2022

Emilie Giguere, Karine Bilodeau and Louise St-Arnaud

This paper aims to examine the work experiences of female executives and the challenges of their visible and invisible work activities, considering the operating modes they…

Abstract

Purpose

This paper aims to examine the work experiences of female executives and the challenges of their visible and invisible work activities, considering the operating modes they develop to carry out their work activities.

Design/methodology/approach

This study relies on a materialist feminist perspective and a critical experientialist work theory, which considers both the visible and invisible dimensions of the work performed by female executives. The methodology is based on a qualitative research design involving individual and group interviews with 51 Canadian female executives.

Findings

The results reveal the hyper-efficiency operating mode mobilized by female executives, which combines strategies to take over and delegate work activities from the domestic sphere to reconcile the managerial work with their different life spheres.

Originality/value

A key finding emerging from these results relates to the invisible but omnipresent part of the work activities from the domestic sphere throughout the lives of female executives.

Details

Gender in Management: An International Journal , vol. 37 no. 7
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 18 May 2020

Fawad Sadiq, Tasweer Hussain and Afshan Naseem

The purpose of this paper is to present results of a study that operationalizes the construct of disruptive innovation activities (DIA) at managerial level and to examine its…

Abstract

Purpose

The purpose of this paper is to present results of a study that operationalizes the construct of disruptive innovation activities (DIA) at managerial level and to examine its validity.

Design/methodology/approach

A sequential mixed method approach is adopted in this study where a Likert-type scale to measure DIA is developed basing on the interviews of thirteen managers and conceptualization of disruptive innovation at manager level. Later, the scale validity and reliability are examined through quantitative data from 390 managers. The data are analyzed using IBM SPSS 23 and AMOS 21.

Findings

The findings of the study indicate that managers' DIA are spread across four phases of the disruptive innovation process, i.e. initiation, introduction, evolution and convergence. Furthermore, the reliability measures, exploratory factor analyses, confirmatory factor analysis and subsequent convergent and discriminant validity tests support the DIA scale. Nomological validity of DIA is also presented which demonstrates its predictive validity.

Research limitations/implications

Limitations include research methods used in this study, such as cross-sectional design and nonprobabilistic sampling technique. Implications for future research are also provided.

Originality/value

Despite highlighting the importance of managers regarding disruptive innovation outcomes, prior research lacked to provide empirical foundations to understand the phenomenon from managerial perspective. This study fills this gap in the literature by providing a measure of DIA at manager level and distinguishing it from similar constructs. The construct validity of DIA can help measure an organization's disruptive potential in terms of its key human resource. Moreover, the DIA scale can be used to substantiate the alignment of the managerial activities with the innovation roles in organizational settings and to develop more relevant incentive plans.

Details

Management Decision, vol. 59 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 December 1996

W. David Rees

Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by “hybrids” who combine specialist activity and…

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Abstract

Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by “hybrids” who combine specialist activity and managerial responsibility. Unless the process of converting specialists into part‐time or full‐time managers is carefully planned, management responsibilities may be neglected in favour of specialist activity. Key interventions are in the areas of role definition, selection, management development and monitoring.

Details

Industrial and Commercial Training, vol. 28 no. 7
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 5 September 2020

Francisca Tejedo-Romero and Joaquim Filipe Ferraz Esteves Araujo

The main objective of this paper is to analyse the content and extent of human capital disclosure by Spanish companies. It studies various factors related to the board of…

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Abstract

Purpose

The main objective of this paper is to analyse the content and extent of human capital disclosure by Spanish companies. It studies various factors related to the board of directors’ composition and functioning. These factors can be seen as mechanisms of corporate governance and the moderating role of managerial ownership, which help predict the behaviour of managers in relation to the human capital disclosure.

Design/methodology/approach

This study develops and applies a more comprehensive framework for coding information on human capital, integrating the intellectual capital and social responsibility perspectives in order to explain the content and extent of human capital disclosure. The research was based on a content analysis of 210 corporate reports from 2007 to 2016. A system-GMM estimator was used to test the hypotheses in four dynamic linear regression models of balanced panel data in order to address concerns of endogeneity.

Findings

The results show that companies are adapting to new regulations and voluntarily disclosing information on human capital – a trend which signals their commitment to responsible attitudes towards employees and stakeholders. The results also show that board composition and functioning are mechanisms of supervision, control and legitimacy that promote human capital disclosure, with managerial ownership acting as moderator for aligning interests between managers and stakeholders.

Originality/value

This study contributes to the literature on human capital disclosure by introducing a broader conception of human capital to coding information. It accomplishes this through considering aspects of the intellectual capital and social responsibility approaches, which provide a better understanding of companies’ human capital disclosure. In addition, it seeks to enrich the debate about the effects of corporate governance mechanisms– such as boards of directors and managerial ownership – on human capital disclosure.

Details

Journal of Intellectual Capital, vol. 23 no. 2
Type: Research Article
ISSN: 1469-1930

Keywords

1 – 10 of over 99000