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1 – 10 of over 99000Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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Managerial quality improvement (QI) in terms of accountability management has become central to healthcare institutions. Yet, managerial QI is largely considered irrelevant by…
Abstract
Purpose
Managerial quality improvement (QI) in terms of accountability management has become central to healthcare institutions. Yet, managerial QI is largely considered irrelevant by healthcare professionals. In consequence, the implementation of managerial QI implementation is hampered. Knowledge brokering is discussed as a means to foster the implementation of (QI) knowledge in healthcare. Yet, the benefit of knowledge brokering for managerial QI has so far been neglected. Therefore, this research asks how knowledge brokering can support the implementation of managerial QI.
Design/methodology/approach
This article builds on a single case study approach as a unit of analysis. Qualitative data collection comprises 21 semi-structured interviews at the managerial and clinical levels, 220 h of participant observation and document analysis.
Findings
This paper identifies three strategies of how brokers implement managerial QI into a hospital by means of knowledge brokering: prioritizing, obscuring and redefining. The strategies help to transform multiple external QI demands into one managerial QI strategy. Yet the strategies also reduce non-managerial perspectives on QI, which generates frustration among healthcare professionals.
Practical implications
The paper works out the benefits and costs of managerial knowledge brokering. This allows to spell out practical implications for managers, nurses and clinicians who have to deal with managerial QI in healthcare organizations.
Originality/value
This paper fulfils an identified need to study managerial knowledge brokering practices as a means to implement managerial QI into healthcare organizations. By doing that, the article adds to the body of research on knowledge translation in healthcare.
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Joseph Peyrefitte, Peggy A. Golden and Jeff Brice
Despite the indeterminate economic outcomes of vertical integration, several managers and researchers have questioned its viability. The article proposes that a better…
Abstract
Despite the indeterminate economic outcomes of vertical integration, several managers and researchers have questioned its viability. The article proposes that a better understanding of the relationship between vertical integration and economic performance may be made by considering the role of managerial capabilities in directing integration. It is argued that a lack of understanding of non‐core businesses and the managerial approach necessary for managing integrated activities contributes to poor integration outcomes. The magnitude of these knowledge deficiencies will be dependent on how far the company moves from its strategic core and on whether corporate managers can abate these deficiencies through knowledge acquisition. Through synthesis of the complex vertical integration literature, a managerial capability framework presents the issues and environmental contingencies involved in the success of the vertical integration effort.
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Jader Zelaya‐Zamora and Dai Senoo
The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through…
Abstract
Purpose
The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation.
Design/methodology/approach
Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan, using analysis of variance and regression analysis.
Findings
Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long‐term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge‐exploitation resources. Synthesizing short‐term managerial influences with knowledge‐exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size.
Research limitations/implications
This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study's implications much more universal.
Practical implications
An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation.
Originality/value
This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations.
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Halimah Abdul Manaf, William S. Harvey, Steven J. Armstrong and Alan Lawton
This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening…
Abstract
Purpose
This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive.
Design/methodology/approach
This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses.
Findings
The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success.
Originality/value
This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.
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The purpose of this paper is to develop and test an integrated model to examine the relationship between managerial ties and two types of open innovation (OI). It takes into…
Abstract
Purpose
The purpose of this paper is to develop and test an integrated model to examine the relationship between managerial ties and two types of open innovation (OI). It takes into account the mediating role of realized absorptive capacity and explains how a firm’s ability to recognize the value of new information, assimilate it and apply it to commercial ends can facilitate OI.
Design/methodology/approach
Data were collected from 259 middle and top managers working across different sectors in the United Arab Emirates.
Findings
Results obtained using structural equation modeling show that managerial ties facilitate both in-bound and out-bound OI. Results also establish the mediating role of realized absorptive capacity in these relationships.
Research limitations/implications
Use of cross-sectional data as was done in this study has been criticized for being inappropriate to test causal models. Besides the findings may not be generalizable to different industries/cultures/regions.
Practical implications
This study suggests that managerial ties act to support OI in firms thus giving the insight that managers should be appreciated to build ties with managers of other firms, universities and government officials. Doing so can help firms achieve better OI outcomes. Firms should arrange means of interaction of their managers with these external knowledge sources such as events and occasions where managers of different firms can interact with each other to foster strong ties among them.
Originality/value
The above findings contribute theoretically to OI and managerial ties literature while providing insights for practitioners on how to succeed or avoid failure in their OI initiatives. These insights are novel and are new to the OI and managerial ties theory.
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José Castillo, Debra Cartwright and Harold Harlow
Purpose –– The purpose of this chapter is to test the managerial decision-making knowledge of Mexican administrators managing maquiladora plants, or ‘twin plants’, in the effort…
Abstract
Purpose –– The purpose of this chapter is to test the managerial decision-making knowledge of Mexican administrators managing maquiladora plants, or ‘twin plants’, in the effort to devise a practical skill set assessment.
Design/methodology/approach –– A sample of Mexican maquiladora managers was studied along dimensions of gender, experience, proximity to parent firm and upward mobility in order to assess the managers' level of ‘managerial intelligence’, where the constructs of tacit knowledge and intuition were used as proxies for managerial intelligence.
Findings –– While managerial decision-making may be classified as special forms of knowledge, assessment of this knowledge as forms of tacit ‘knowing’ did not prove successful.
Research limitations/implications –– Due to limitations of time and money in conjunction with the characteristically low response rate on surveys in Mexico, the sample was rather limited given the number and size of ‘twin plants’ and not wholly random. Thus, future research will need to address these shortcomings.
Originality/value –– This chapter is an effort to fill a gap in the literature regarding measures of tacit knowledge and the effort to elucidate the operation and management of plants in Mexico's maquiladora industry.
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C. Lakshman, Sumita Rai and Sangeetha Lakshman
This study aims to theorize a knowledge-based perspective on organizational commitment and turnover intentions among knowledge workers. The authors contribute by examining the…
Abstract
Purpose
This study aims to theorize a knowledge-based perspective on organizational commitment and turnover intentions among knowledge workers. The authors contribute by examining the impact of knowledge sharing, and managerial human capital respectively, on commitment and turnover in a sample of 274 knowledge workers (engineers) from India. Additionally, the authors examine the crucial moderating role of intra-firm causal ambiguity on these relationships.
Design/methodology/approach
Using structural equation modeling and analysis of survey responses, the authors test a moderated mediation model to provide evidence of the positive impact of knowledge sharing and human capital, respectively, on turnover intention, mediated by organizational commitment. More importantly, the authors theorize and present evidence on the moderating role of intra-firm causal ambiguity, on these relationships.
Findings
The authors find that knowledge sharing behaviors are both intrinsically and extrinsically motivating for knowledge workers, which results in their emotional attachments and higher levels of identification and commitment, which subsequently results in lower turnover intention. Our findings also highlight the role of intra-firm causal ambiguity in making things difficult for organizations to retain talented employees in tough environments.
Originality/value
The authors provide a knowledge-based perspective of commitment and turnover in knowledge-intensive work contexts. The authors also contribute by provide an interesting account of the role of intra-firm causal ambiguity in knowledge processes leading to commitment.
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Saphurah Kezaabu, Stephen Korutaro Nkundabanyanga, Juma Bananuka and Frank Kabuye
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Originality/value
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.
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Fernando G. Alberti and Emanuele Pizzurno
This paper aims at investigating the multifaceted nature of innovation networks by focusing on two research questions: Do cluster actors exchange only one type of…
Abstract
Purpose
This paper aims at investigating the multifaceted nature of innovation networks by focusing on two research questions: Do cluster actors exchange only one type of innovation-related knowledge? Do cluster actors play different roles in innovation-related knowledge exchange?
Design/methodology/approach
This paper builds on data collected at the firm level in an Italian aerospace cluster, that is a technology-intensive industry where innovation is at the base of local competitiveness. A questionnaire was used to collect both attribute data and relational data concerning collaboration and the flows of knowledge in innovation networks. The authors distinguished among three types of knowledge (technological, managerial and market knowledge) and five types of brokerage roles (coordinator, gatekeeper, liaison, representative and consultant). Data analysis relied on social network analysis techniques and software.
Findings
Concerning the first research question, the findings show that different types of knowledge flow in different ways in innovation networks. The different types of knowledge are unevenly exchanged. The exchange of technological knowledge is open to everyone in the cluster. The exchange of market and managerial knowledge is selective. Concerning the second research question, the authors suggest that different types of cluster actors (large firms, small- and medium-sized enterprises, research centers and universities and institutions for collaboration) do play different roles in innovation networks, especially with reference to the three types of knowledge considered in this study.
Research limitations/implications
The present paper has some limitations. First of all, the analysis focuses on just one cluster (one industry in one specific location), cross- and comparative analyses with other clusters may illuminate the findings better, eliminating industry and geographical biases. Second, the paper focuses only on innovation-related knowledge exchanges within the cluster and not across it.
Practical implications
The results have practical implications both for policy makers and for managers. First, this research stresses how innovation often originates from a combination of different knowledge types acquired through the collaboration with heterogeneous cluster actors. Further, the analysis of brokerage roles in innovation-driven collaborations may help policy makers in designing programs for knowledge-transfer partnerships among the various actors of a cluster.
Social implications
The paper suggests a clear need of developing professional figures capable of operating at the interface of different knowledge domains.
Originality/value
The data illuminate several aspects of how innovation takes place in a cluster opening up intriguing aspects that have been overlooked by extant literature. The authors believe that this may trigger several lines of further research on the topic.