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This study’s purpose is twofold: First, to investigate the relationship between managerial competences and Integrated Reporting (IR) practices; Second, to test whether all the managerial competences attributes are significantly related to IR practices.

This study adopts a correlational research design, and is also cross-sectional. Data were collected using a questionnaire survey of 188 manufacturing firms in Uganda. Data were analyzed with the help of the Statistical Package for Social Sciences.

The study finds that significant associations between managerial competences of knowledge and experience exist with IR practices except for skills. However, experience is the most significant predictor of IR practices. This experience is manifest, among others, in the managers’ ability to get the word out to the public including why the public should be proud of what the company does and about what the company offers and works to make it better.

This study did not control governance variables and yet governance and IR are inextricably associated. Future research should aim at testing the efficacy of investing in governance aspects potentially improving IR. This is because Environmental, Social and Governance investing is predicted to make capitalism work better and deal with the grave threat posed by climate change. The study also focuses on manufacturing firms, and these results may be only applicable to the manufacturing firms in Uganda. More research is therefore needed to further understand the effect of managerial competence attributes on IR in manufacturing firms in other contexts. Well, the results imply that more experienced managers are better placed to embrace IR practices than their less experienced counterparts.

The authors find that managerial experience explains IR practices more than competences and this makes intuitive sense since, for example, better experiential communication potentially minimizes the challenges such as lack of comparability, difficulty in communicating entity-specific information, information not available in a usable format and data errors normally encountered by IR (especially electronic) users. Hence, this study enhances our understanding of the role of managerial competences in the improvement of IR practices using perceptions of report preparers from a developing country where IR is voluntary and where the size of the stock market is small.

This chapter examines how structural factors related to gender, managerial level, and economic sector could impact the level of experienced person/role conflict in management based on a representative survey conducted among managers in Norway. Person/role conflict appears relevant for understanding emotions in organizations and is linked with emotional dissonance and emotional labor through theoretical and empirical considerations. Our findings reveal that the effect of gender remains significant when controlled for economic sector and managerial level. This indicates that experienced person/role conflict can be partially caused by perceived incongruity between internalized and gender role-related expectations as well as managerial role-related expectations.

The purpose of this paper is to investigate differences of leadership styles of Turkish men and women managers in team‐oriented and participative leadership dimensions. In addition, the purpose of this resarch is to find out the differences of leadership styles and also the effect of pre‐managerial and managerial experiences on leadership style in a gender‐based context.

A web‐based questionnaire was used for the study. Four main hypotheses were tested by ANOVA and structural equation modeling. Research was conducted via a total of 276 managers, composed of 124 women and 152 men, employed by medium‐sized private sector companies in Turkey. The Globe Leadership scale was used in the questionnaire to measure the managers' leadership styles.

It was found that men and women managers have no differences in team‐oriented and participative leadership styles. Besides, significantly, the pre‐managerial and managerial experiences of the women managers have a bigger effect on leadership styles than those of men managers.

The sampling frame consists of only participants from medium‐sized companies; therefore the results show the opinions of women and men managers from these organizations.

Since it is better able to transfer the pre‐managerial and managerial experiences of women managers on collaborative leadership styles than those of men managers, it requires priority to be given to women managers in these conditions. Consequently, managerial positions that relate to participative and team‐oriented styles may be designed with respect to women managers' strength regarding accelerating the process.

The study adds significantly to the published body of knowledge. Its findings reflect the valuable contribution that managerial experience makes as a vital indicator for gender‐based analysis of leadership styles in Turkey.

To explain the origin of novel strategies I elaborate the managerial judgment perspective as an alternative to the serendipity and managerial foresight views on the origin of novel strategies proposed in the earlier literature. The managerial judgment perspective closely integrates resource-based theories and theories of managerial cognition. It builds centrally on the construct of “management’s theory of success” as a representation of managers’ beliefs and expectations concerning the factors that lead to desired outcomes in the light of Knightean uncertainty and that is formed through learning from small samples over time. The managerial judgment perspective may be seen as a theory that explains the formation of strategies independently from their eventual performance, but may also shed light on the cognitive antecedents of superior performance. It also argues for a conception of strategic agency in terms of ecological rationality.

The purpose of the article is to analyze how physicians and nurses, as the two major health care professions, experience psychological empowerment for managerial work.

The study was designed as a qualitative interview study at four primary care centers (PCCs) in Sweden. In total, 47 interviews were conducted, mainly with physicians and nurses. The first inductive analysis led us to the concept of psychological empowerment, which was used in the next deductive step of the analysis.

The study showed that both professions experienced self-determination for managerial work, but that nurses were more dependent on structural empowerment. Nurses experienced that they had competence for managerial work, whereas physicians were more ignorant of such competence. Nurses used managerial work to create impact on the conditions for their clinical work, whereas physicians experienced impact independently. Both nurses and physicians experienced managerial work as meaningful, but less meaningful than nurses and physicians' clinical work.

For an effective health care system, structural changes in terms of positions, roles, and responsibilities can be an important route for especially nurses' psychological empowerment.

The qualitative method provided a complementary understanding of psychological empowerment on how psychological empowerment interacted with other factors. One such aspect was nurses' higher dependence on structural empowerment, but the most important aspect was that both physicians and nurses experienced that managerial work was less meaningful than clinical work. This implies that psychological empowerment for managerial work may only make a difference if psychological empowerment does not compete with physicians' and nurses' clinical work.

The purpose of this paper is to incorporate the resource-based perspective with upper echelon theory to examine the effect of top management teams’ (TMTs) managerial resources on international diversification.

The authors sampled 360 listed companies in the USA that operated in the information technology industry in 2009, the year after the financial crisis.

The findings show that TMTs’ tenure has a negative impact on international diversification but international experience exerts a positive impact on international diversification. Furthermore, TMTs’ educational background diversity and international experience contribute to a reduction in the negative effect of tenure on international diversification.

Prior studies have investigated the role of TMT in international diversification, but they pay less attention to the interactive effect of the variety of managerial resources on international diversification. In particular, the authors examined the effect of a variety of management resources on the level of international diversification under the uncertain environment.

To investigate the factors predicting the career progression of hotel managers working in international hotel chains in Ireland, Europe and Asia.

The study uses a cross‐sectional questionnaire design consisting of 337 respondents. It investigates individual‐ and organisational‐level factors that potentially explain the career progression of hotel managers.

The study reveals significant differences in managerial progression in the three sub‐samples. A multiplicity of factors explains differences in advancement. These include demographic, human capital, psychological characteristics of the manager and organisational characteristics. The model developed in the paper explained significant variance in three measures of managerial advancement: salary level, number of job moves, and position reached in the hierarchy.

The study is based on self‐report data and the response rates are slightly below those reported for behavioural science research. The study does not gather the perceptions of the managers' superiors. The findings indicate that managerial advancement is explained by a complex set of factors, which would benefit from further investigation.

The study findings suggest important practical implications for the provision of training and development, individual and organisational career strategies, the role of networking in advancement and the respective roles of managers and organisations in managing careers.

The paper has a cross‐cultural dimension which to date is largely absent from this area of research.

The growth of women in management has been argued to offer a route to reduce organizational and social inequality. The purpose of this paper is to explore the careers and experiences of female managers from a variety of organizations operating in the West Midlands region of the UK.

This study is based on 56 interviews conducted with women managers within various sectors. The interviewees also completed pictorial careers maps, which along with interview recordings were analyzed.

The key themes to emerge from this research centre upon the factors that draw women into management (which we term seductive elements) as well as some of the hindering practices that prevent women from progressing. Significantly, we find that managerial careers are associated with gendered assumptions and practices (e.g. facilitating and developing people) which contribute to construct management (done by women) as bounded‐up characteristically with “feminized” behaviours.

The research is based upon a relatively small sample that is multi‐sectorial. Wider studies that increase population size, together with deeper studies that hold sectorial variables constant would further add weight to the findings presented here.

The paper draws attention to the “lived reality” of doing management, which, we argue often, for women in particular involves the reconciliation of contradictions and conflicting pressures. We draw attention to the lack of “alternative models” of organization and highlight the potential for gender‐focus mentoring and management education.

The paper is of value in giving voice to a selection of women managers by allowing them to reflect upon and explore their experience of management. The paper also documents the day‐to‐day reality of women's managerial careers that require the re‐enactment and reproduction of stereotypical gender norms.

The purpose of this paper is to revisit the conceptualization and measurement of human capital in entrepreneurship research.

By contrasting reflective and formative conceptions, it shows that human capital is more appropriately seen as defined and formed by its indicators (education, work experience, entrepreneurial experience, industry experience, and managerial experience). It, then, explores the configurations of these indicators in a qualitative comparative analysis framework based on Boolean algebra and fuzzy-set methodology. It derives an empirical typology of the human capital of nascent entrepreneurs, based on two primary combinations of indicators.

The paper shows that the relationship between human capital and venture emergence is best represented as multiple, conjectural causation, i.e. human capital matters through certain combinations of its indicators.

The discussion and results offer novel and valuable insights into entrepreneurship researchers for the conceptualization and use of human capital constructs.

Despite an increasing number of studies focusing on workforce diversity, few consistent results and conclusions have yet been reached (Shore et al., 2009). The purpose of this paper is to develop an integrative model of diversity, taking the Upper Echelon Theory further.

The model proposed tests the influence of job-related and non-job-related (or task-related) top management team (TMT) diversity on firm performance and strategic change. The mediation effect of performance on the TMT diversity-strategic change relation is emphasized in the model. A covariance-based structural equation modelling has been used to test the relationships involved in the research model.

An inverse relation between prior organizational performance and strategic change is found and some TMT diversity predictors appear to be more relevant than others in explaining performance and strategic change. In addition the mediator role of performance significantly influences the TMT diversity composition-strategic change relation.

The paper makes several contributions to the existing literature on TMT diversity and the TMT diversity composition-firm performance-strategic change relation.