Search results

Green transition is a long-term direction of corporate development that can achieve sustainable corporate development. This study aims to investigate whether state ownership promotes corporate green transition by mitigating managerial myopia and the impact of environmental regulations, internal controls and ownership on this pathway.

Using data from 2,608 Chinese listed companies for 2010–2019, the authors investigate the relationship between state ownership, managerial myopia and corporate green transition by using fixed-effects and moderated mediation models.

State ownership can boost green transitions and alleviate managerial myopia. Managerial myopia mediates the relationship between state ownership and corporate green transition. Furthermore, environmental regulations, internal controls and ownership moderate the mediating effects of managerial myopia.

The authors construct a multidimensional green transition index to examine the influence of state ownership on corporate green transition behavior and reveal the underlying mechanism by which state ownership promotes green transition by “mitigating managerial myopia.” This study enriches the literature on state ownership, management myopia and green transition and provides important evidence for the promotion of mixed ownership reforms.

The purpose of this paper is to examine the effects of a self‐managed transition process on the performance of mid‐level managers, specifically company commanders serving in the US Army.

The transition process provided the new commanders with a flexible outline of topics used for interviewing key personnel within the larger organization (battalion) prior to and immediately following assumption of command. The authors measured the performance of commanders using a standardized Battalion Command Evaluation Form completed by the battalion commander. In addition, the effects of leader experience and locus of control were examined.

It was found that use of the transition process enhanced the performance of company commanders who had an external locus of control and/or did not come directly from a job proximal to command.

The paper provides a model that can be used with mid‐level managers in order to minimize the performance deficit often associated with turnover.

Most research on managerial transition has focused on upper‐level management. The paper examines mid‐level managerial turnover and provides new information about how means and opportunities can affect leader effectiveness.

Introduction What do the following people each have in common:

This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations.

This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis.

The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style.

This research is based on five case studies; further research is recommended to establish the current typology.

This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles.

This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments.

The differing levels of experience existing within career development require identification and differentiation in their training requirements. A model defining eight such levels, from initial training experience through to corporate and political experience, is useful, and some of the work based on the action learning format provides sound guidelines. Gordon Wills has demonstrated that such learning can be incorporated into a practical educational structure at postgraduate level through involving companies in sponsoring individuals to work on key projects as the central element in their learning. These directions must be considered in future so that management education and development might ally in helping managers effect the transition between managerial levels.

This article analyses the issue of discipline violations in a Russian textile company. Discipline violations proliferated in Soviet times and were tolerated by managers. The cause has been identified in the limited form of control exercised over the production process, resulting from the social relations existing in the Soviet Union. Evidence from the case study indicates that no fundamental change has occurred in this area since the transition. The research documents the material and psychological hardships experienced by workers, the relational practices constraining line managers, and it tries to discern the conceptual and operative limits of disciplinary campaigns by top management.

This paper attempts to provide a better understanding of behavioral processes and their impact on the transition from products to services.

Case studies are the main tool of theory development. The paper focuses mainly on German and Swiss product manufacturers, whose products require a high level of customer investment.

The objective was merely to explain behavioral dimension of transition. The paper indicated seven behavioral processes which play a critical role during the transition. Managerial service awareness and role understanding, as well as employee service awareness and role understanding seem to be the right triggers to change the behavioral processes in the desired manner.

The main focus was on the German and Swiss machinery and medical equipment manufacturing industries, and the remarks are limited to these sectors.

The key managerial implications and recommendations can be formulated as follows: establish a “value‐added” managerial service awareness; change managerial role understanding – from traditional customer support to business manager; establish a “value‐added” employee service awareness; and change employee role understanding – from selling products to providing services.

The authors were able to add a complementary perspective to existing literature on the transition process from products to services. For service management theorists, it is suggested that the transition from product manufacturers into service providers is influenced strongly by several behavioral processes. A complete theory of the transition process requires an interdisciplinary theory that integrates service management and human decision making.

Few high-growth firms (HGFs) are able to maintain high-growth over time. The purpose of this paper is to find out why only a small number of firms become persistent HGFs, explicitly focusing on the role of the founding entrepreneur in this process.

Initially, 28 semi-structured interviews were performed with high-growth entrepreneurs to discover why so few founders could become persistent high-growth entrepreneurs. In a second phase, four case studies were conducted to uncover the factors that facilitate a swift evolution from the “managerial” role to the “strategic” role.

High-growth entrepreneurs, who quickly make a transition from a managerial role into a strategic role are more likely to keep their firm on its high-growth trajectory. This transition is made possible by: the early development of strategic skills; the presence of a high quality human capital base; and an organizational structure with characteristics from Mintzberg’s “machine bureaucracy.”

The results are vital for entrepreneurs of “one-shot” HGFs with the ambition to make their firm a “persistent” HGF. If high-growth rates are to be sustained, the three factors that emerged from the authors’ analysis should foster the delegation of managerial tasks, resulting in an easier transition toward a “strategic role.”

Insights are valuable as both founders and governmental institutions can benefit from knowing which factors contribute to a successful phase transition from “manager” to “strategist.”

The purpose of this paper is to investigate how clinicians’ professional background influences their transition into the managerial role and identity as clinical managers.

The authors interviewed and observed 30 clinicians in managerial positions in Norwegian hospitals.

A central finding was that doctors experienced difficulties in reconciling the role as health professional with the role as manager. They maintained a health professional identity and reported to find meaning and satisfaction from clinical work. Doctors also emphasized clinical work as a way of gaining legitimacy and respect from medical colleagues. Nurses recounted a faster and more positive transition into the manager role, and were more fully engaged in the managerial aspects of the role.

The authors advance that health care organizations need to focus on role, identity and need satisfaction when recruiting and developing clinicians to become clinical managers.

The study suggests that the inclusion of aspects from identity and need satisfaction literature expands on and enriches the study of clinical managers.

By integrating the resource management perspective and the optimal distinctiveness perspective, the purpose of this paper is to explain how firms configure their managerial ties and competences to identify entrepreneurial opportunities.

Using survey data collected from 238 firms in a transition economy, this paper tests a model of firms’ exploration and exploitation competences under which managerial ties promote or constrain opportunity discovery.

The paper finds that managerial ties are positively related to opportunity discovery. More importantly, competence exploration strengthens the impact of business ties on opportunity discovery, whereas it weakens the impact of political ties. On the contrary, competence exploitation strengthens the effect of political ties on opportunity discovery, whereas it weakens the impact of business ties.

First, the findings enrich the social network perspective of opportunity recognition by linking managerial social ties to opportunity discovery in the context of a transition economy. Second, this paper adds to current understanding of the resource management perspective and the optimal distinctiveness perspective by exploring the fit between different managerial ties (business ties vs political ties) and different competences (exploration vs exploitation) in contributing to opportunity discovery.