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Presents details of a study identifying the performance determinants required of chief executive officers (CEOs) and senior managers. The study compares current findings in management competences (referred to here as performance determinants) with previous research in this field. Although previous research has identified such performance determinants, the bulk of the literature has focused on middle management rather than on senior management. Sixty‐six CEOs and senior managers in the public sector were interviewed. Preliminary analysis of the data indicated that there was little evidence of a generic model identifying the performance determinants for senior managers.

This paper presents the major findings of recently completed research in the UK concerning the attributes of information as an asset and its impact on organisational performance. The research study employed an automated information asset- and attribute-scoring grid exercise and semi-structured open-ended interviews with 45 senior UK managers in four case study organisations. The information asset-scoring grid was developed to provide a simple visual representation of information assets and attributes using Excel charts. The semi-structured open-ended interviews aimed to identify the attributes of information assets considered significant by 45 senior UK managers and to explore relevant issues such as the value of information and organisational effectiveness.

This paper uses data on over 4,600 layoff announcements in the U.S., covering each firm that ever existed in the Fortune 500 between 1970 and 2000, along with 40 interviews of senior managers in 2001 and 2002 to describe layoffs in large U.S. firms over this period. In order to motivate further work in the area, I investigate six main issues related to layoffs: timing of layoffs, reasons for layoffs, the actual execution of layoffs, international workers, labor unions, and the types of workers by occupation and compensation categories. The paper draws on literature from many fields to help further understand these issues.

This paper seeks to examine the experience of, and attitudes towards, work/life balance (WLB) by female and male senior managers in a major Irish organisation for which WLB is now a strategic corporate objective.

Both quantitative and qualitative data were collected using an electronic questionnaire survey designed to obtain the views of female and male managers on strategies that would contribute to a better gender balance, promote diversity and raise leadership capacity in the organisation. Work/life balance emerged as a major issue in impeding the career progression of female managers. All female managers and a sample of male managers were surveyed. This paper concentrates on the responses of the two senior management grades below Executive Director on the issue and strategies to promote work/life balance. Additional qualitative data were drawn from interviews (with eight women and five men) and three focus group sessions with all male, all female and mixed gender groups.

The greatest obstacle to achieving WLB is seen as the “long hours” culture in which availing oneself of flexible options (e.g. working from home/reduced hours/flexitime) is incompatible with holding a senior management post. Many of the senior men have followed the “breadwinner” model by being able to delegate family and caring activities to their wives. This option has not been possible for the majority of women in senior posts. Hence, men seek WLB to resolve commuting/working time issues. Women want to avail themselves of more flexible arrangements for family/quality of life reasons. Both men and women in senior management recognise that their own careers would be seriously jeopardised by taking up WLB arrangements.

In the absence of role models willing to display any contrary behaviour there is a pragmatic need to align corporate policy and practice with prevailing and future family structures and demonstrate, by senior management example, how WLB can work and provide assistance for managers/staff who seek to avail themselves of it. WLB policies are not enough in themselves to ensure take‐up and acceptance. It will require trust, courage and a range of interventions to champion WLB, not just at management level.

Researchers have long been interested in how the psychology of senior managers affects their behaviours. This paper aims to present the results of a questionnaire into how positive self-image influences how well senior managers in UK manufacturing organisations support the implementation of management information system (MIS). This study developed two scales, one to measure senior managers’ attitudes and the other to measure support of MIS implementation. It also sought to investigate the impact of senior managers’ positive self-image on their support of MIS implementation in UK manufacturing organisations.

The authors tested the hypotheses on a data set of 400 senior managers from UK manufacturing organisations. Two unidimensional scales to measure senior managers’ attitude and support level towards MIS implementation were developed. Exploratory factor analysis (EFA) was used to validate the scales. The study also examined the impact of senior managers’ positive self-image on their attitude and support from the perspective of UK manufacturing organisations by using structural equation modelling.

The study found that senior managers’ positive self-image is a significant contributing factor to their attitude. Also, senior managers’ attitude has a strong positive impact on their support in the MIS implementation process. A strong mediating relationship was found to exist between senior managers’ positive self-image and support through their attitude towards MIS implementation.

Although past literature has examined the importance of senior managers’ attitude and support in successful MIS implementation, there has been no specific scale around management support and attitude towards MIS implementation developed to date. Thus, a contribution of this study is its development of two new scales based on a survey of senior managers of UK manufacturing organisations. The scales can be used to evaluate senior managers’ perception towards MIS implementation and the support they are willing to give whilst implementing MIS. Another contribution of this study is the analysis of positive self-image via item-parcelling which improves model efficiency and provides more stable estimates of the construct.

The purpose of this paper is to extend the Pelz Effect to explain the effects of incongruence between senior managers' orientations and underlying assumptions of total quality management (TQM) on middle managers' own orientations and on TQM itself.

Using a multi‐case study approach of three organisations from different sectors, the authors conducted 68 semi‐structured interviews with managers at both senior and middle levels.

The findings largely support the Pelz Effect in that senior management exerts a major influence in establishing the tone and atmosphere of the TQM organisation by their orientations and attitudes towards the underlying principles of it. It has been found that senior managers' reliance on detection, reactive strategies and hard aspects of TQM – as opposed to prevention, proactive strategies and soft people‐based issues – resulted in: first, middle managers' compliance with short‐term tactical orientations rather than long‐term commitment; second, middle managers' increased control over the workforce rather than the work‐related processes; third, middle managers' tendency to agree about TQM objectives in a way to prioritise and fulfil their own self‐interests rather than TQM intended objectives and organisational interests; and finally the inability of middle managers to run TQM effectively.

The findings suggest that the nature of middle management's orientation towards TQM and the degree of their supportive behaviour towards first line managers is affected by the senior management's orientation towards TQM and their supportive behaviour towards middle managers.

The results reveal that the current practice of TQM can be characterised by inspection and quality control approach, a top‐down process based upon a culture of procedure‐dominated with a heavy bureaucratic base, and the dominance of senior management's unilateral control. Finally, the theoretical and practical implications of the findings are discussed.

Research on weighting of measures often examines only one incentive at a time (usually bonus) and provide mixed findings regarding the relevance of non-financial performance (NFM) measures to evaluate and reward long-term time horizon employees. Using proprietary data from an auto dealership organization, we show that financial measures (FM) are weighted more for bonus than they are weighted for merit raise and promotion but NFM are weighted more than FM for merit raise and promotion. Thus, the temporal orientations of the measures and incentives seem to be aligned: the short-term (long-term) nature of FM (NFM) parallel’s the time horizon of the incentives. Next, our exploratory research questions find that for bonuses, both FM and NFM exert similar levels of significant and positive influence on junior and senior managers. But for promotions, the influence of FM is insignificant for both groups. In contrast, the influence of NFM on promotions is not only significant for both groups but is significantly greater for junior managers than it is for senior managers. That is, the evaluations of NFM for senior managers are less influential on their promotion than they are for junior managers suggesting that promotions for senior managers are often based on factors other than their formal performances.

Women constitute only approximately 3‐5 per cent of Australian senior managers. One possible explanation of their failure to enter senior management in greater numbers is that women in management may have differing perceptions of the necessary prerequisites for promotion to senior roles. This study explored this possibility with 351 male and 156 female Australian middle managers, whose views were contrasted with senior managers’ perceptions. Gender differences in perception were found between middle managers and middle and senior managers in terms of the importance placed on personal qualities such as attractiveness, deference to superiors, likeability, personality, popularity and powerful allies (perceived charisma) as attributes considered necessary for achieving senior management promotion. In particular, female middle managers believed more strongly than their male counterparts, that senior managers would value the personal qualities encompassed in perceived charisma when considering middle managers for further promotion. However, senior managers did not consider this group of attributes to be important in promotion‐seeking behaviour.

Wilson argues that knowledge management (KM) maturity is an extension of information management and effective management of work practices. Gallagher and Hazlett state that there is too much effort addressing technological concerns in KM while offering little practical assistance. Kruger and Snyman believe KM is a strategic resource with ICT and information management as enablers in establishing KM maturity. These three positions of KM growth and maturity reflect the huge spectrum of and diverse views. But, very little is known about the KM growth or maturity that occurs in different industries, or how employees and managers perceive growth in KM maturity. This paper aims to address these issues.

From a large urban South African University engaged in numerous collaboration programmes with industry, the authors gain insight into the growth of KM in industry groupings over a five‐year period. The authors apply an inventory developed by Kruger and Snyman to a set of 86 organisations distributed over nine economic sectors in South Africa. In total 434 employees are interviewed over three group levels (operational, middle and senior management). This is achieved by interviewing 178 senior practitioners in three subjects (one in each group level).

Analysis of the growth in KM maturity, as it relates to different organisational sizes, reveals that there are statistical differences between the score reported by small, medium, large and extra‐large organisations and between the scores reported by senior, middle and operational personnel. Findings also indicate that growth in KM differs between industry groupings, with high growth in construction, building materials and mining (±70 per cent), and low growth in educational institutions (±40 per cent).

This paper is of relevance to KM practitioners interested in gaining insight into KM maturity growth that occurred in different organisational groupings and at different operational levels across an extremely diversified environment.

This paper aims to examine how remote (i.e. global, regional or divisional) management accountants communicate in interpersonal contacts with operational managers when trying to exert influence on them.

An ethnographic field study focusing on budgetary control meetings between regional management accountants and operational managers is used as the basis for a micro-level analysis of situated face-to-face interactions and communicative influence tactics.

Remote management accountants mainly use soft rather than hard influence tactics. They, furthermore, employ what is referred to as “panoramic knowledge” gained explicitly from their structurally as well as physically removed “meta-positioning” to suggest certain measures to operational managers that have proved successful in other units and – by doing so – try to exert influence on these managers. Moreover, they use information that they gain in their position in between senior and operational managers by acting as “double agents” – that is, informing operational managers about senior managers’ focus as well as making transparent to operational managers that they will inform senior management about specific operational matters. By doing so, they try to prompt operational managers to address these issues. Additionally, strengthening their verbally articulated suggestions, as “minute takers” they are able to document their suggestions by moving from spoken to a more binding written text. Through these purposeful and rather unobtrusive tactics, remote management accountants try to take influence on operational managers without generating their resistance.

The paper shows how remote management accountants (as staff members) can skillfully turn their apparently powerless position within the organization into a source of strength to exert influence on operational managers.