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Public sector reforms of recent decades in Europe have promoted managerialism and aimed at introducing private sector thinking and practices. However, with regard to public sector executives’ self-understanding, managerial role identities have not replaced bureaucratic ones; rather, components from both paradigms were combined. In this chapter, we introduce a bi-dimensional identity approach (attitudes and practices) that allows for different combinations and forms of hybridity. Empirically, we explore the role identities of public sector executives across Europe, building on survey data from over 7,000 top public officials in 19 countries (COCOPS survey). We identify country-level profiles, as well as patterns across countries, and find that administrative traditions can account for these profiles and patterns only to a limited extent. Rather, they have to be complemented by factors such as stability of the institutional environment (indicating lower shares of hybrid combinations) or extent of reform pressures (indicating higher shares of hybrid combinations).

The aim of this paper is to investigate the relationship between: two extreme points of discrete types of emotions (“joy” and “frustration”); two types of managerial practices (“reward” and “empowerment”); and employee‐perceived service quality.

A conceptual model of the aforementioned relationships has been presented, along with hypotheses on these relationships and collected data with a survey study frontline employees in service organizations. This paper has analyzed the data in order to test the hypotheses.

The findings indicate that employees' feelings of joy and frustration explain more of the variance in employee‐perceived service quality than managerial practices, i.e. “reward” and “empowerment.” Specifically, employees' feelings of frustration are found to be detrimental for employee‐perceived service quality.

This paper limits its focus to two types of managerial practices and two distinct feelings.

The paper has demonstrated the importance for managers to consider how their practices influence the service quality that their employees provide to customers. In particular, managers should be aware of employee's feeling of joy or frustration because of its role in explaining employee‐perceived service quality.

The paper has developed and tested an original conceptual model of a relatively unexplored area of services management.

This chapter examines the possibilities of economic growth in Russia from the perspective of the development of organizational capability, namely through the study of best managerial practices of multinational companies (MNCs) doing business in Russia, and their use by Russian companies. With tightening competition, companies are forced to focus on the development of organizational capabilities. Our large-scale empirical research into the managerial capabilities and management practices of MNCs and Russian companies employs a comprehensive sample of 1,530 companies and 1,245 companies in 2016 and 2017, respectively, covering the 10 main sectors of economic activity in Moscow and the Moscow region. The analysis was performed across five managerial capabilities: communication, leadership, problem-solving and decision-making, conflict resolution, and motivation, each subdivided into five management practices. Using statistical methods, we identified the major statistically significant differences in and between the managerial practices of MNCs and Russian companies operating in the Russian market, and their dynamics from 2016 to 2017. Taking MNCs operating in the Russian market as a benchmark, we discover that Russian companies need to close the gap in 17 out of the 25 managerial practices in order to maintain competitiveness in the Russian market and be able to influence their economic growth in Russia.

The purpose of this paper is to examine cross-cultural differences in managerial discretion and the extent to which variations and interaction of cultural practices and values affect the degree of freedom in decision making that is accorded to executives. This paper offers a holistic approach to investigating culture in addition to acknowledging its paradoxical nature.

Using a panel of prominent management consultants to rate discretion across 18 countries, the authors further develop the national-level construct of managerial discretion by empirically investigating the influence of cultural practices and values on CEOs’ discretion.

The study reveals that cultural values moderate the relationship between cultural practices and managerial discretion for three cultural dimensions: individualism, uncertainty tolerance and power distance (PD). By adopting the logic of marginal utility, the authors also show that the more a society values individualism, uncertainty tolerance and PD, the weaker the effect of their practices on managerial discretion.

Few research has attempted to assess both cultural values and practices in relation to managerial discretion. By showing the mechanism in which culture affects the level of managerial discretion, the authors offer new theoretical insights and practical implications, overall contributing to the field of cross-cultural and strategic management. Finally, this will offer CEO’s a new perspective of leveraging culture as a tool, enhancing their decision-making capabilities in the aim of improving organizational performance.

The aim of this study is to study the relationships among: two types of managerial practices (“reward” and “support”), two types of emotional satisfaction (“positive” and “negative”), and employee‐perceived service quality.

The study presents a conceptual model of the aforementioned relationships. It proposed hypotheses regarding these relationships and collected data with a survey study of 1,076 frontline employees in service organizations. An analysis of the testing of the hypotheses follows.

The study has found that managerial reward and managerial support are both directly related to positive and negative emotions and to employee‐perceived service quality. In particular, positive and negative emotions appear directly related to employee‐perceived service quality. Moreover, it was found that emotional satisfaction partially mediates the relationship between managerial (reward and support) practices and employee‐perceived service quality.

The study takes place within a broad context of frontline employees in service organizations.

The study has demonstrated the importance for managers to consider how their practices influence the service quality their employees provide to customers. In particular, managers should take account of employees' emotions, whether positive or negative, because of their role in explaining employee‐perceived service quality. Consequently, one general and key implication from this study is the importance of measuring employees' emotions. Measuring these mental states (described as stable tendencies of feelings) which arise from cognitive appraisals of managerial practices can be a good predictor for employee‐perceived service quality. The study shows that employees are not isolated “emotional islands” and, consequently, it is important for managers to understand how emotions and the quality of service delivery are linked.

The paper enhances knowledge of how emotions are linked to the quality of service delivery and the role of emotional satisfaction in service‐quality management.

The aim of this paper is to document the impact of competition on managerial practices adopted by small and medium enterprises (SMEs).

The paper uses the data provided by the World Bank’s Enterprise Surveys to test the arguments presented in this paper. The data were collected during the period between 2013 and 2014 and the sample consists of firms from Egypt, Jordan, Lebanon, Tunisia and Yemen.

The authors show that SMEs with higher exposure to competition are more likely to adopt better managerial practices than SMEs with lower exposure to competition. The authors argue that competition disciplines the managers by exposing firms to the possibility of bankruptcy and/or the loss of market share to competitors. Therefore, these firms are compelled to adopt good managerial practices to protect themselves against negative impact of competition. The results show that positive impact of competition on managerial practices is confined only to the competition that comes from foreign competitors. Local competitors or competitors from informal sector have no significant impact on the adoption of good managerial practices.

An important contribution of this paper is that it documents how various types of competition affect SME’s decision to adopt better managerial practices. Another important contribution is highlighting of the role played by the competition in shaping the management practices among SMEs in the MENA (Middle East and North Africa) region.

Purpose – This study investigates the interplay between strategic performance measurement and management accounting to gain a deeper understanding of how strategic measures of performance evolve with the managerial accounting practices.

Design/Methodology/Approach – The study explored the performance measures used at a bank focused on the development and sustainability initiatives in Africa. Thirty-two semistructured interviews were conducted with directors, managers, and analysts from nine different categories of job families.

Findings – Analysis shows that managers assimilate a comprehensive, multifaceted measurement system to understand the creation and delivery of sustainable value. The results show that the managerial accounting practices adapt to incorporate an integrated set of performance measures that afford sustainable value to the stakeholders. The findings provide rich insights into how the managers adapt their information assimilation practices to the changing demands of the different stakeholders and adopt practices which innovate measures of performance that are aligned to the strategic goals. Finally, the findings illustrate that the interplay between strategic performance and managerial accounting practices has the potential to improve or inhibit sustainable development.

Originality/Value – Little is known about how performance measures evolve, and how they interplay with the managerial accounting practices within organizations. This study reveals that the interplay of strategic performance measurement and managerial accounting can only be understood in the confluence of organizational change and sustainability. While acknowledging the need to embrace change and sustainability simultaneously, the study offers insights into the dynamics of change – the duality of emergent managerial accounting practices and the evolution of strategic performance measurement systems.

This chapter asks how we can understand the managerial practices in open innovation, a recently popularized way of organizing innovative work. Open innovation implies opening up the borders of the organization, creating a context where conventional steering and managerial tools no longer apply. Utilizing a collaborative research approach, following an open innovation collaboration over 8 years, this chapter outlines the managerial practices that direct the collaboration. These practices are important for meaning making and identity creation in the collaboration and can be understood as a form of authorship, a continuous intervention strategy to manage, develop and change the organizational context.

The aim of this study is to examine how national cultural values influence and impact management practices and styles in the Sultanate of Oman. Administrative and managerial performance, especially in developing countries, is thought to be shaped to a large degree by traditional social values, which prevent managers from effectively implementing sound management processes.

This study uses empirical research to explore and determine the link between Oman’s cultural values and managers’ managerial practices and styles. The aim is to examine the correlations between the influence of cultural values on managerial practices and styles using Schwartz’s (1992) Value Survey, the Portrait Value Questionnaire and Managerial Style and Practice.

It was found that in Oman, cultural values affect the efficiency of managerial performance and lead to a limited interest in management theory and sound managerial practices.

This study was limited to managerial practices in Oman. Further study could include other developing countries in the Arabian Gulf States.

While management performance in developing countries has received wide attention during the past three decades, few studies have researched the area of management and managerial practices and styles in Omani organizations.

This study aims to posit that managerial value would be one of the responsible factors for the difference in corporate social responsibility practice among businesses. It then empirically tested the effect of managerial value, with the moderation of organizational culture, on corporate social responsibility practice.

The authors have devised a “moderated micro-macro model” type of multilevel model, wherein managerial value took the micro (individual level) predictor variable role, stakeholder-based corporate social responsibility practice the macro (organizational level) outcome variable role and organizational culture the macro level moderating variable role. Because they need the attention of inquiry, large manufacturing firms in the Amhara region of Ethiopia, with a sample size of 53, constituted the organizational level units. The recent performance of the firms against corporate social responsibility practice and organizational culture have been judged by 473 randomly chosen employees. Managerial value has been rated by randomly picked managers, numbered 253. Analytically, Croon and van Veldhoven’s multilevel analytical package and Mplus software suited the designed model.

The study has revealed that managerial value, indeed, is a potential positive driver of CSR practice, the two managerial value dimensions demonstrated differential effects on corporate social responsibility practice and only one of the organizational culture dimensions, hierarchical culture, played a moderation role in managerial value – corporate social responsibility practice link.

The model and this empirical test have not been previously verified.