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This paper aims to assess the concept of managerial discretion with respect to its theoretical and empirical usefulness for corporate governance research.

This paper scrutinises applied theoretical claims, definitions and methods, as well as a number of empirical studies on managerial discretion.

To date, no empirical definition of the concept has been presented and no measurement has been developed and tested for reliability and validity that contains all three factors of the managerial discretion concept, as proposed by Hambrick and Finkelstein (1987).

Research on managerial discretion does not provide owners and directors of boards with any advice on granting top managers a high or low degree of discretion.

This paper concludes that corporate governance scholarship will improve if it abandons the concept of managerial discretion.

The purpose of this paper is to study the cascading effect of management actions on new product development (NPD) for achieving success in Indian manufacturing industries. The critical linkage of managerial support for establishing management actions has been explored to realize the NPD success in terms of financial and economic measures.

The structural equation modeling approach is used to investigate the relationship depicting the managerial control on management practices for NPD success. Primary data from 263 experts of Indian manufacturing industries have been collected for the purpose of this analysis.

Senior management motivation, risk-taking attitude, problem-solving capacity, awareness in novel development cascade the management actions such as information technology management, conflict management, project management, human resource management, strategic management, organizational factors, planning, long-term vision, and entrepreneurial culture to escalate the NPD success, which in turn be articulated by financial and economic terms.

The findings suggest that managerial support influences the adoption of management actions leading toward NPD success. The developed framework realizes the necessity of implementation of these management actions cascaded from the top management support (TMS) for influencing the financial and economic measures of NPD success.

The cascaded framework depicting the TMS for implementing management actions for NPD success in Indian manufacturing sectors adds novelty to the available literature. Moreover, this study uses a semi-structured questionnaire which incorporates the practical experiences of the experts for quantifying the constructs in a more detailed manner than available in the previous literature. Besides, the realization of comprehensive management actions along with the support from senior management escalates the implementation of the developed framework for NPD success in near future.

Interest in the issue of management development has become a major preoccupation in recent years amongst both practitioners and management theorists. Constable and McCormick (1987) and Handy (1987) have both noted the inadequacy of British managerial education in their reports and unambiguously urged for a steep increase in management development efforts. The outcome has been a dramatic upsurge in the demand for managerial education and development both through the established educational institutions as well as management consultancies. Storey (1989) notes that the common theme which prevails is “to treat management development as a key device to engineer organizational change” (Storey 1989: 4). One major consequence of this understanding has been the concerted attempts to identify key managerial competencies which it is believed will lead to better managerial performance. While this has become the central preoccupation of the Management Charter Initiative, there are those who view this search for a generalisable list of managerial competencies with increasing apprehension (Burgoyne 1989). Burgoyne contends that a “universal mechanistic differentiated list of managerial competencies” is highly inappropriate because it overlooks the holistic nature of the management process. The idea of the possibility of arriving at a universal list of managerial competencies is predicated upon a particular understanding which privileges a pro‐observational model of what managers do. Thus following Mintzberg (1973) and Stewart (1967), a number of writers have continued to propose alternative models which are claimed to reflect more accurately effective managerial action (Kotter 1982; Luthans, Rosenkrantz and Hennessey 1985). Despite these attempts however, the nature of management remains an open question (Stewart 1984).

Inspired by leadership research, this paper aims to further the literature on management controls (MCs) by highlighting two managerial capabilities that cultivate dynamic tension. More specifically, we explore how countervailing MCs can be designed and used to create a coordinated and adaptable organisation. These capabilities reveal key insights into dynamic tension because they help us to understand the role of managers and why, how and when some companies succeed in creating dynamic tension while others struggle.

These research objectives are met through a case study on a global manufacturing company called GLOCOMP to preserve anonymity. The authors chose GLOCOMP because it comprises many internal units that must work in a coordinated fashion. However, it is equally important that the units are flexible enough to adapt to their unique local conditions. These two aspirations must be balanced, which necessitates dynamic tension between MCs. Hence, the case provides fertile ground for us to investigate the capabilities that help managers design and use countervailing MCs.

The empirical setting shows that cognitive and behavioural complexity are the keys to successfully designing and using countervailing loose and tight MCs concurrently. Using MCs that work in opposite directions produces a dynamic tension that helps individual units to coordinate their internal supply chains while adapting to fulfil unique roles within the company.

This paper extends previous research by exploring two specific managerial capabilities that enable dynamic tension – cognitive and behavioural complexity. The authors provide specific insights into how managers can create dynamic tension and, further, by highlighting the specific capabilities that give rise to dynamic tension, the authors outline a procedural perspective where a manager’s capabilities and dynamic tension inform one another. The resulting virtuous circle extends the understanding of the relationship between dynamic tension and managerial expertise beyond what the authors currently know as a linear cause-effect correlation.

The purpose of this paper is to gain knowledge on the character of managerial implications within business-to-business (B2B) marketing, in terms of type of relevance addressed in research articles on solution business and integrated solutions.

Use of Jaworski’s framework on role-relevance to classify the type of relevance addressed in 29 journal articles. A systematic literature review on solution business preceded the selection of articles and a concern to include different journal categories.

Managerial implications in the studied articles within solution business do not seem to emphasize role-relevance particularly; they rather address applicability of findings on a company level and for B2B marketing in a more general sense. The majority of implications for practice are framed to have an impact on “present actions”. Managerial knowledge needs are dominantly addressed by “empirical findings” or “frameworks”. The dominating managerial core tasks addressed are “transformer of marketing” and “marketing strategy”.

There do not seem to be studies with managerial implications addressing future actions and thinking; providing instruments, methods or models that are role- relevant; focusing on the challenges of a “coordinator”, “strategist” or “performance controller”. The focus on solution business limits the generalizability of findings.

Results suggest that implications for practice potentially would benefit from being written in the form of explicit recommendations; targeted to a particular managerial role; and increasingly developed when it comes to proposed frameworks for them to be useful for managers in industrial marketing.

This is one of the first studies to systematically examine the character of managerial implications by categorizing results in accordance with a framework specifically addressing role-relevance.

Managerial intentionality has been assumed to be the most differentiating, but also the most neglected factor influencing internationalization. Although various scholars have emphasized its relevance, the key question still remains unanswered: What is managerial intentionality and why and how does it matter? Researchers share the view that internationalization paths are a joint outcome of environmental factors, path dependence and learning, and managerial intentionality. However, although managerial intentionality is argued to be an important factor, it is rather taken as a “given.” Therefore, we step back and take a closer look at its very nature and relevance for international business research.

The social organization of work has become more entrepreneurial and less bureaucratic over the past 20 years. How is this development consistent with managerial control over the labor process? This paper develops a professional autonomy perspective to explain the acceptance of new management ideas in the United States, including the recent turn away from bureaucratic organizational forms. The focus on professional autonomy helps to create a theoretical link between past and current managerial practices, including the latest anti-bureaucratic phase that we label neoentrepreneurialism. We conclude by exploring future research implications of studying managerial practice from a professional autonomy perspective.

This paper seeks to contribute to the RBV by focusing on a central construct, the “Keystone step”, within the firms' capability management field. It aims at providing a conceptual framework for top managers to understand the main related issues and steps, and to position their own organizational perspective.

The study explores the associated conceptual and empirical literature, borrowing from a strategic and a cognitive perspective, and defines and characterizes the central construct.

The author identifies a three‐step managerial process to handle capabilities: the Analytical step, the Action step, and the Keystone step. After briefly reviewing the resource‐based view, he suggests definitions and critical dimensions to design a conceptual frame articulated around the Keystone step, within which top managers can position and build their own approach. The critical founding rationale of capability management, rooted in underlying assumptions and beliefs, often implicit, hidden or neglected, increases the odds of blind managerial conceptual foundations. The author's claim focuses on the criticality of the Keystone step and the necessity of introspection to achieve sound strategic and capabilities‐related decisions.

Managers must recognize the importance of the Keystone step, devote resources to understand their own organizational “RBV position”, and acknowledge the mental flexibility to do so. The RBV should shift from an epistemology of “possession” to an epistemology of “embodiment”.

The paper offers an original vision of the capabilities management within the RBV, details out the issues of the current conceptual foundation of that managerial activity, and offers propositions for the Keystone step construct.

This paper aims to illustrate how institutional factors, such as Guanxi (connectedness) mechanism in a transition economy, could impact managerial cognition and their temporal orientation at individual level as well as induced change on corporate environmental strategy (CES). More specifically, this paper explores the micro foundation of corporate strategy change in an attempt to examine how corporate strategic choice and actions evolve with managerial cognition of “Guanxi” with various temporal orientations.

The paper reviews the extant literature focusing on Guanxi and CES with special attention to the temporal orientation in strategy formulation. A conceptual framework is proposed to analyze the underlying mechanism of Guanxi in mediating and shaping CES. A multi-case study with four companies operating in two industry sectors were investigated considering their relative long foothold as well as their different postures and dynamic change of corporate environment strategy in the past decades.

The findings support recent critiques on the likely shift in strategic choice of firms from the traditional Guanxi-based to a rule-based format. The interactions between entrepreneurial cognition and strategic activities toward environmental issues were still influenced by deep relational embeddedness. The findings proved that managerial Guanxi cognition impacts managers’ temporal orientation and their strategic choice on CES. Foreign-invested enterprises in the process of localization face the potential risk of emerging backdrop of their CES, i.e. from more active strategy to more reactive strategic posture, whereas local private-owned enterprises show a transformation from reactor to follower and even pioneer in the wave of those entrepreneurs’ changing cognition on the role of Guanxi in their businesses.

One main limitation of the study is the lacking of quantitative measurement of corporate environment performance. Although the paper used multiple cases to explore the dynamics of Guanxi on impacting CES, only with further development of effective scale measurement to test corporate environment performance can increase the explaining power of the proposed theoretical model in this study. It is important to note that with data of longitudinal measurement of corporate environment performance, it would be more convincing to show the outcome of the temporal lens of Guanxi on CES. However, the lacking availability of qualified disclosed data on indicating corporate environment performance constrains another limitation for the study. Considering the complexity of corporate environment strategy, the focus cases in the paper might still lack powerful and convincing illustration to prove the impact of Guanxi on CES despite the enriched contextual data and description. It is necessary to conduct deeper analysis to exclude the impact of other possible factors on CES to highlight the direct impact of Guanxi on CES.

The results of the in-depth analysis and interpretation of the exploration of the cases suggest that Guanxi still seems to dominate managerial thinking process as the norm is deeply rooted in their mind sets. However, Guanxi is no longer considered as a mere reactive cultural norm rather a positive mechanism through which Chinese firms can achieve their sustainable environmental strategic goals as well as economies prosperity in the rapidly competitive business landscape in modern China.

Previous research on CES largely neglected the context factors. This paper presents a conceptual model to deepen our understanding of the contextual factor of Guanxi with a temporal perspective and its consequent influence on CES. This helps policy makers as well as strategic management researchers and academics to reconsider the mechanism of adaptation and selection in shaping CES in the event of large scale institutional change.

Lean-inspired approaches and performance management systems are being implemented in public healthcare organisations internationally. However, the literature is inconclusive regarding the benefits of these management tools and there is a lack of knowledge regarding processes for large-scale implementation of these tools. This article aims to describe the implementation process and to better understand how this process influences the mandated performance management system.

This research is based on a comparative case study of three healthcare organisations in Canada. Data consist documents, non-participant observation and semi-structured interviews with key actors (n = 30). Analysis is based on a sociotechnical approach to management tools that considers organisational context, and the tool's technical substrate, theory of action and managerial philosophy.

Results show that despite a standardised national mandate, the tool as implemented varied between organisations in terms of technical substrate and managerial philosophy. These variations are explained by the flexibility of the technical substrate, the lack of clarity of the managerial philosophy, and some contextual elements. Successful implementation may rest upon high hybridization of the tool on these different dimensions. A precise and prescribed technical substrate is not sufficient to guarantee implementation of a managerial philosophy.

Mandated implementation of management tools may be more successful if it is explicit on the managerial philosophy, the technical substrate and the link between the two, and if it provides some leeway to adapt both to the organisational context.

This is one of the few studies to describe and analyse the process involved in mandated large-scale implementation of performance management systems in public healthcare organisations.