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This paper builds upon managerial discretion literature to study the relationship between foreign ownership and bribery intensity.

Building on World Bank’s data of 9,386 firms from 125 countries over the period 2006–2018, this paper uses Tobit regression, ordered probit and logit models to empirically test the hypotheses.

This paper finds that firms have higher bribery intensity when executives have a higher level of managerial discretion. Smaller firms with slack financial resources tend to bribe more when they face more government intervention, munificent and uncertain industrial environment.

Extant corruption literature has addressed the effects of external institutional settings and internal corporate governance on bribery offering among multinational enterprises (MNEs). How much, and under what condition do top executives matter in bribery activities are yet to be answered. This paper integrates the concept of managerial discretion with corruption and bribery literature and offers a potential answer to the above question. In addition, prior corruption and bribery literature have primarily studied bribery through either micro- or macro-level analysis. This paper adopts multiple-level of analyses and elucidates the foreign ownership and bribery relationship from the organizational and industrial levels.

Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.

Using 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.

Officers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.

This study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.

In today's complex and rapidly changing business environment, cross-boundary growth is increasingly critical to the survival or even success of organizations. The purpose of this study is to examine the forming mechanism of firm’s cross-boundary growth by integrating the two important antecedent factors of performance pressure and managerial discretion into a united framework and theoretically analyze the direct role of performance pressure on firm’s cross-boundary growth as well as reveal the moderating role of managerial discretion. Also, the authors select listed manufacturing companies in China as samples to empirically test the research hypotheses.

The authors design a multiple regression model to perform empirical analysis by using a panel of 4,002 year-observations in 1,334 listed manufacturing companies between 2013 and 2016. The sample data sources mainly come from the Wind Database, which is mainland China's leading financial database and software services provider. The hypotheses proposed are tested by adopting a panel data set of the listed manufacturing companies of China.

Empirical results show that performance pressure has a positive effect on the cross-industry growth and cross-domestic regional growth but a negative effect on the cross-international regional growth, and managerial discretion has a different moderating effect. Specifically, capital intensity strengthens the positive effect of performance pressure on cross-industry growth but weakens the negative effect of performance pressure on cross-international regional growth. State ownership enhances the positive effect of performance pressure on cross-domestic regional growth but decreases the negative effect of performance pressure on cross-international regional growth. CEO duality increases the negative impact of performance pressure on cross-international regional growth.

This study provides several implications for top executives, including how to dialectically consider the double-edged effect of performance pressure on cross-boundary growth of firms, create an appropriate environments of managerial discretion and design the types of cross-boundary growth strategies that top executives can follow in the volatility, uncertainty, complexity and ambiguity era.

Although the relevant literature highlights the importance of performance pressure, it has not been related to the cross-boundary growth of firms. This paper makes an incremental contribution to the literature on the forming mechanisms of firm’s cross-boundary growth by providing an important perspective of performance pressure to firm growth determinants and taking into account the moderating role of managerial discretion.

The theory of managerial discretion and the direct insights it provides in the understanding of the varying impact strategic and operational actions have on organizational change and business fortunes is an area of research potential underexplored in the UK. This study aims to establish whether the measurement of managerial discretion is constant between the two similar societal corporate frameworks of the UK and the USA listed markets.

The extant managerial discretion ranking model, established in the USA, is empirically assessed for its validity and effectiveness across a sample of high- and low-discretion companies from the FTSE 350.

Using accounting measures, a clear and significant difference is established between UK high and low managerial discretion entities. The results prove to be significant in enabling the differential comparative analysis of the institutional characteristics of corporates.

To the best of the authors’ knowledge, no study of this nature has been conducted previously in the UK context. While the original model developed in the USA is now several decades old, the UK results reflect similar industry rankings as found originally in the USA, subject to some differences considered to be a result of the changing nature of global business since the 1990s. This study opens a new seam of novel research, which has the potential to uncover, at a granular level, the differential mores and character of management ethics, styles and practices in such issues as organizational change, corporate culture, governance and social responsibility.

This research addresses the professional logics of street-level managers (SLMs) and bureaucrats (SLBs) working in the Brazilian National Social Security Agency (INSS) through their perceptions of distributive justice and discretion. Since SLMs have the authority to influence SLBs' actions, we investigate whether these two groups hold similar viewpoints.

We integrate the administrative data and survey responses (n = 678) with earlier thematic content analysis (n = 350) in three stages: mean-testing, regression analyses and complementary qualitative analysis, integrated through a mixed-methods matrix.

Whilst no significant differences emerge in distributive justice ideas between groups, SLMs demand wider benefit-granting discretion, praising professionalism whilst adopting managerial posture and jargon.

The study adds to the theoretical discussions concerning SLM’s influence on SLB’s decision-making, suggesting that other factors outweigh it. The finding concerning the managers’ demand for wider discretion asks for further in-depth approaches.

Findings supply valuable insights for policymakers and managers steering administrative reforms, by questioning whether some roles SLMs play are limited to symbolic levels. Further, SLBs’ heterogenous formations might be more relevant to policy divergence than managerial influence and perhaps an underutilised source of innovation.

By approaching street-level management professional logics within a Global South welfare state through a mixed-methods approach, this study offers a holistic understanding of complex dynamics, providing novel insights for public sector management.

In recent years, organizational agility (OA) has garnered significant attention from the academic community. Despite a substantial rise in the academic literature on OA, the nuanced understanding of OA among academicians, practitioners and policymakers is limited. To address this research gap, the current study attempts to synthesize the academic literature on organizational literature, understand the evolution of OA literature and state the potential research gaps that may open multiple research avenues.

The current study critically evaluates academic literature published in peer-reviewed journals using the bibliometric approach to map the intellectual structure of identified 224 articles on published literature on OA between 2001 and 2022.

The findings outline OA's evolutionary trend, most prolific authors, journals, affiliations and countries. Further, network analysis is deployed to unearth prominent OA themes. After that, four key themes of OA from each cluster have been identified and evaluated.

The study is based on the literature drawn from the SCOPUS database. Although the SCOPUS database is one of the largest databases, the authors believe that the SCOPUS does not contain some publications that might have offered some different insights. Secondly, the bibliometric analysis does not offer the opportunity to provide critical insights into published literature, which is one of the main limitations of bibliometric-based studies. However, despite some of these limitations, the authors believe that the study is a useful guide for scholars, practitioners and policymakers who do not have much information related to OA literature.

This article provides a pioneering review of the OA literature using bibliometrics and network analysis. The results and potential directions for further research may assist researchers in increasing the relevance of OA in the current uncertain and ambiguous environment.

Although founders are often replaced with external CEOs prior to firms making IPOs, firms that do retain founder CEOs generally perform better at IPO. However, this relationship may be contingent upon context. This study aims to investigate how national context influences the relationship between a founder CEO and IPO long-run performance. The authors hypothesize that founder-CEOs will perform better in IPO firms in countries where managerial discretion, future orientation, and the level of conformity to professionalize management are high, and uncertainty avoidance is low.

Using insights from the upper echelon and institutional theory, the authors used hierarchical linear modeling to analyze over 1,000 firms across eight countries.

Founder CEOs perform best in IPO firms in a national context where managerial discretion is low, uncertainty avoidance is high and the level of conformity is high.

This study contributes to a growing area of cross-national IPO research in management by investigating the relationship between culture, management and IPO performance.

New Public Management-informed pay-for-performance policies are common in public sectors internationally but can be controversial with delivery agents. More attention is needed on contingent forms of bottom-up implementation of challenging policies, in emerging market economies, for professionals who face tensions between policies and their codes of practice. Street-level bureaucrats (SLBs) mediate policy implementation through discretionary practices; health professionals have enhanced space for discretion based on autonomy derived from professional status. The authors explore policy implementation, adaptation and resistance by physicians, focusing on payments for health workers in Turkey.

The researchers conducted semi-structured qualitative interviews with 12 physicians in Turkish hospitals and thematic analysis of interview transcripts, using a blended (deductive and inductive) approach.

The policy fostered discretionary behaviours such as cherry-picking (high volume, low risk procedures) and pro-social rule-breaking (e.g. “upcoding”), highlighting clinical autonomy to navigate within policy restrictions. Respondents described damage to relationships with patients and colleagues, and dissonance between professional practice and perverse policy incentives, sometimes leading to disengagement from clinical work. Policymakers were perceived to be detached from the realities experienced by SLBs. Tensions between the policy and professional values risked alienating physicians.

This study utilises participant self-reported perceptions of discretionary behaviours. Further work may adopt alternative methods to explore the relationship between self-reporting and observed practice.

The authors contribute to research on differentiated, contingent roles of groups with high scope for discretion in bottom-up implementation, pointing to the potential for policy-professional role conflicts between top-down P4P policies, and the values and codes of practice of professional SLBs.

Saudi Arabia (SA) is amongst the few countries with a significant foreign workforce who are employed in the higher education sector. More specifically, 39% of SA's academic staff members are foreign nationals and 63% of that proportion occupy professorial positions. Drawing from a workforce localisation perspective, the study was framed as an exploration of equity and social justice amongst Saudi nationals and foreign nationals in a university work setting. The authors employ the lens of how human resource development (HRD) opportunities are administered.

Following the choice of an exploratory qualitative study, the authors employed a multi-case study approach where each of the six universities represented a unit of analysis.

The authors found that nationality differences influenced access to HRD opportunities. These differences are reinforced by practices associated with procedural processes, managerial discretion and selective restrictions in accessing HRD opportunities.

The findings have both practical and social implications, specifically for the SA government's strategic vision of developing local human capabilities.

The workforce localisation agenda within the higher education sector has both a compounding effect on local human capital and supports SA's 2030 Vision and human capital target. Nonetheless, perceived inequity and injustice in accessing HRD opportunities by foreign nationals potentially undermine morale, academic quality standards and research performance, which impacts the development of future human capital and the ‘Saudization’ goals.

Although previous research has investigated how performance feedback may affect firms’ strategic actions, their findings has been inconsistent. The relationship between performance feedback and firms’ strategic activities thus appears complex. Moreover, the authors contend that it may vary with the measurement strategies employed (i.e. social or historical feedback, operationalizations of strategic actions or accounting- and market-based performance indicators) and the national contexts.

Therefore, the current article presents a comprehensive meta-analysis of prior research, including 1,637,817 sample observations from 101 studies that span more than 18 countries.

The results indicate that (1) performance that are below or above aspirational levels generally has a positive relationship with firms’ strategic actions; (2) these relationships are contingent on the implementation forms taken by the key variables, such as performance feedback, strategic actions and performance indicators; and (3) the relationships are much stronger in countries where managerial discretion is greater.

The findings contribute to the clarification of long-standing theoretical and empirical debates regarding the relationship between performance feedback and strategic actions, as well as some pertinent directions for future research.