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Purpose: 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. Design/methodology/approach: 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. Findings: 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. Originality/value: 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. [ABSTRACT FROM AUTHOR]

Motivation: Diagnosing the competences of human capital is a complex process, involving many approaches and steps leading to the recognition of the entire problem situations of the organization and its employees. Due to the increasingly higher and ever-growing position of the human capital formation system in the overall process of managing an organization, the analysis and diagnosis of management competencies is a process of particular importance. In the era of the knowledge-based economy, employee competencies are the key to competitive advantage. An important issue, therefore, is the constant monitoring of managers attitudes to improve their competences and conducting a systematic analysis of their component structure. Aim: This article aims objective of developing a factor structure of the rational dimension of management competencies based on knowledge, skills, and comprehension. Due to this objective, the factor structure of the knowledge and skills that managers have was determined. The practical level of self-assessment of the rational components of competence from the point of view of the influence of situational factors was also determined. Results: A questionnaire, an interview and literature studies were used for the research carried out in 2019–2020. The questionnaire was addressed to 282 employees of enterprises in the Lubusz Voivodeship of Poland. This allowed determining the degree of managers determination expressed in the need to adjust the competence potential they have to changeable situational factors. [ABSTRACT FROM AUTHOR]

Body-worn cameras (BWC) have diffused rapidly throughout policing as a means of promoting transparency and accountability. Yet, whether to release BWC footage to the public remains largely up to the discretion of police executives, and we know little about how they interpret and respond to BWC footage – particularly footage involving critical incidents. We asked a nationally representative sample of police executives (N = 476) how supportive they were of legislation that would mandate releasing BWC footage upon request as public information, and presented them with an experimental vignette about BWC capturing one of their officers fatally shooting an [armed/unarmed] [Black/White] suspect. Results indicated inconsistency in executives' attitudes and decision-making: (1) less than one-third of executives supported such legislation, (2) suspect race and armed/unarmed status shaped how executives felt media would cover the incident and whether they would state publicly that the shooting was justified, and (3) agency size conditioned the effects of armed/unarmed status on executives' perceptions. [ABSTRACT FROM AUTHOR]

Background/Purpose: The study explores subordinate managers' propensity to trust superiors' decisions. Its purpose is twofold: first, to provide lower-level managers with a tool to know when and how to trust superiors' decisions for a better organizational performance, and second, to lay the foundations for the development of a conceptual model of subordinate managers' behavior. Methods: The research philosophy adopts an inductive content analysis perspective. A mixed-methods research design is applied, using both qualitative and quantitative approaches. Data is collected through questionnaire, focus groups, interviews, and literature review. A total number of 219 managers from eight Bulgarian business organizations filled the questionnaire and 92 of them participated in group discussions and interviews. Results: The majority of the managers surveyed tend to trust their immediate superiors. As a result of group discussions, the main advantages and disadvantages of managers with opposing attitudes toward trust are identified. A decision tree model of subordinate manager's appropriate behaviors is proposed. Conclusion: Inferior managers can have an active role in managing trust in their superiors' decisions. Several situational factors, including superior's competence and integrity, and organizational culture, determine the degree of trust that the subordinate manager should observe concerning the decisions and requests of the immediate superior. [ABSTRACT FROM AUTHOR]

Science does not occupy a prominent place on Spanish television, possibly due to those in charge of the creation, production, organization, and programming of content. Previous research has shown that television executives have mental images of their audiences that they actively use in their professional practice. This study adopts a mixed, qualitative-quantitative method to determine the beliefs of Spanish television executives regarding the attitudes of their audiences toward scientific programs and content. The study began with two focus groups, each made up of five professionals, to identify a wide range of attitudes. A Likert-scale questionnaire was then applied to examine the level of agreement with those attitudes among 450 employees of different types of private and public networks from six different regions of Spain. The main findings are that Spanish television managers do not believe that their viewers enjoy scientific topics or have any interest in them. However, professionals with previous experience of the production of scientific content tend to have a slightly more positive attitude about the opinion of general audiences regarding televised science. Hence, familiarity with televised science positively impacts the appreciation of such content on television. This research highlights the fundamental role of network managers in explaining the lack of science on Spanish media. Its results are coherent with previous studies confirming that TV professionals have preconceived images about their audiences that are derived from their own preferences and that guide their decisions. [ABSTRACT FROM AUTHOR]

Background: Effective implementation processes play a central role in health care organizations and affect the care of patients. Managers are pivotal in facilitating the use of new practices, but their experience and how it affects the implementation outcome are still largely unknown. In the field of disability health care in particular, managers experiences have scarcely been investigated. Therefore, the aim of this study is to explore managers' experiences of the implementation process when transferring new practices into disability health care settings.Methods: Semi-structured individual telephone interviews were conducted with managers at disability health care organizations in four administrative regions in central Sweden. A total of 23 managers with formal managerial responsibility from both public and private health care were strategically selected to be interviewed. The interviews were analysed using reflexive thematic analysis with an inductive approach.Results: The analysis resulted in two themes about factors influencing the implementation process: firstly, Contextual factors set the agenda for what can be achieved, which highlighted aspects that hinder or enable the implementation process, such as internal and external conditions, the workplace culture, the employees and managers' attitudes and openness to change: secondly, Leadership in the winds of change, which described the challenges of balancing managerial tasks with leading the change, and the importance of a leadership that involves the participation of the employees.Conclusions: This study explored how and to what extent managers address and manage the implementation process and the many associated challenges. The findings highlight the importance of leadership support and organizational structure in order to transfer new practices into the work setting, and to encourage an organizational culture for leading change that promotes positive outcomes. We suggest that identifying strategies by focusing on contextual factors and on aspects of leadership will facilitate implementation processes.Trial Registration: The SWAN (Structured Water Dance Intervention) study was retrospectively registered on April 9, 2019 and is available online at ClinicalTrials.gov (ID: NCT03908801). [ABSTRACT FROM AUTHOR]

Purpose: This research aims to explain, in the secular French context, the intention of managers to accommodate religious expression at work (REW) when they are not obliged to do so. This paper seeks to understand the determinants of managerial positions on REW. Building on previous studies on how organisations and managers deal with religious expression, this research seeks to extend the evidence on this important aspect of managerial behaviour in relation to accommodating REW. Design/methodology/approach: The hypotheses were tested using a structural equation model based on the theory of planned behaviour (TPB) in diversity management (N = 151 French managers). This method highlights attitudinal and organisational determinants favourable to the intent to accommodate. Findings: The present research provides new insight by identifying two main direct factors affecting managers' accommodation, namely, organisational flexibility (flexible hours, autonomy) and perceived consequences (advantages, disadvantages) and one indirect factor, religiosity. In line with the contradictions within diversity management, the perceived consequences are ambivalent and highly context dependent. One issue to explore is that managers seek to deal with religious expression by making it invisible. Research limitations/implications: In the French context, the explanatory social norm might not be "religiosity" but rather "perceived secularity". The authors recommend that future studies use qualitative methods with interviews and photo elicitation to extend this first study. Indeed, the complexity of the managerial position requires an in-depth understanding of managers' attitudes and behaviours with regard to religion. How do managers apply a common ground strategy and create unity despite differences? Is the desire to make arrangements invisible with a view to inclusive neutrality specific to France, or can it be generalised to managers in other countries? Does the intention to accommodate not essentially depend on the manager-employee relationship dynamic? This research raises questions for scholars about the relationship with the other and ethical managerial conduct. Practical implications: France is a secular country where a debate is emerging on cases of discrimination due to REW. The results contribute to approaches to drafting company guidelines for managers and may help organisations anticipate the risks associated with REW. The discussion of the results reveals the importance of social norms in the sense of hypernorms (religiosity) and undoubtedly of secularism, nondiscrimination and gender equality in the decision-making process on accommodation. These inclusive norms should therefore be handled with care in the various guidelines that have been developed. Originality/value: REW is increasing but is a neglected dimension of diversity management. This study helps explore this new field by promoting an understanding of managers' intention to accommodate in a specific secular context. [ABSTRACT FROM AUTHOR]

We investigate the risk choices of risk-averse CEOs. Following recent theoretical work, we expect CEO risk aversion to be more pronounced in firms with high leverage or high default probability. We find that the CEOs of these firms reduce firm risk, even in the presence of strong risk-taking incentives. Our results are robust to controls for the sensitivity of CEO wealth to stock price changes, firm risk determinants, the endogenous feedback effects of firm risk on CEO incentives, unobserved firm and market effects, and debt governance. The impact of CEO risk aversion is economically significant. [ABSTRACT FROM PUBLISHER]

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Purpose: E-corporate governance or the use of technologies and information systems (ISs) in corporate governance, is still a subject that is too seldom addressed in business research. This paper is at the intersection between two fields of research (corporate governance and the management of ISs), which are interdependent in ways that are still unexplored. The paper analyzes the implications of internet voting (IV) at shareholders' annual meetings (SAM) for the corporate governance of listed companies in France, in particular for the relationship between executives and shareholders. Most of the studies that have dealt with IV at SAM have focused on techno-legal issues and were often conducted by business law researchers. The purpose of this paper is to investigate the implications of the new voting system through the prism of corporate governance. Design/methodology/approach: The authors proceeded by triangulation of methods. This qualitative study is based on observations, interviews and documentary analysis. It assessed the IV implications for both the issuing companies and the shareholders. Findings: The new voting system brings undeniable competitive advantage to the issuing company and facilitates shareholders' activism, yet it has serious risks both for the corporations and for certain categories of the shareholder. Interestingly, the authors propose an original and field-grounded typology that distinguishes the risks and benefits associated with IV in relation to executives' attitudes. Social implications: The paper shows that the resolving of identified deficiencies with IV development could contribute to the alignment of companies' interests with those of shareholders. Moreover, the study calls for policymakers to appoint an official body to regulate the practical implementation of the new system and to prevent its dissemination being held hostage to the executives' willingness. Originality/value: An original aspect of this research lies in the effective operationalization of the constructs of corporate governance effectiveness with a view to examining corporate governance as a set of technologically mediated practices. Moreover, this study emphasizes the key role of the construct of "executives' willingness" in facilitating/impeding IV diffusion. This underlies their attempts to reverse the corporate governance relationship. [ABSTRACT FROM AUTHOR]

Drawing on the Theory of Planned Behavior, this research investigates factors determining managers' intention to innovate contextualized within the situation of a new management practice implementation: telework. Managers' attitude toward telework, their attitude toward ideation and their perception of organizational support for creativity were identified as potential determinants of managers' intentions to innovate in order to implement telework. However, according to the Theory of Planned Behavior, such effects are mediated by attitude toward innovative behaviors and perceived behavioral control. A sample of managers (N = 91) who never implemented telework completed an online questionnaire designed to assess these factors. Results from a path analysis confirmed the predictive model with the exception that attitude toward ideation had a stronger direct effect on attitude toward innovative behaviors than expected. Results are discussed in terms of their extension to the actual creation of innovative behaviors and their generalizability to decontextualized reported intentions to innovate, offering potential avenues for future research. [ABSTRACT FROM AUTHOR]

The article presents an overview of the periodical on it's fortieth anniversary. The author focuses on contributions the journal has made to American business during the past four decades. It is suggested that the periodical is responsible for supplementing the marketing knowledgebase and changing the way business professionals approach advertising. The journal is also praised for making education related to the field of marketing an ongoing process. The author also discusses the future of the publication.

We employed a qualitative interview technique to develop an inductive model of punishment from a managerial perspective. Findings suggest that managers feel pressure from a variety of sources-organizations, work groups, punished subordinates, and themselves. Managers are also aware that punishment is a highly charged cognitive and emotional event with broad and far-reaching effects that range well beyond punished subordinates and simply changing their attitudes and behaviors. [ABSTRACT FROM AUTHOR]

This study examined how chief executive and top management team characteristics interact with organizational performance to influence strategic change. Results indicate that poor performance, long chief executive and top management team tenures, and high diversity in top management team tenure are associated with greater levels of strategic change. In addition, poor performance moderated the relationship between managerial characteristics and strategic change, increasing the likelihood of the latter. [ABSTRACT FROM AUTHOR]

This research operationally defined three top-level management priorities and made some suggestions about these priorities' relative levels of importance across three stages of organizational life cycles. Two different studies, a field study and a simulation, were conducted concurrently. The findings support some specific hypotheses about relationships between priorities and life-cycle stages. [ABSTRACT FROM AUTHOR]

The authors discuss research they conducted that examined the personal value orientations of black and white owner-managers of small business firms. The authors note that the personal values of managers often has an influence on the compatibility between employees and management. They also suggest that a study of values in the organizational setting allows for greater interdisciplinary collaboration than a study of attitudes. They found that there were no significant differences in the personal value orientation of black and white managers and that these orientations did not differ from managers in large business firms. They note that significance of these findings because pervious notions held that black managers in large organizations only got there because they epitomized white values.

The article presents a study which focuses on the problems of cross-cultural industrial conflict by attempting to identify areas of high and low influence legitimacy in a cross-cultural study of German and United States managers. The methodology of the study and some variables affect the legitimacy of the managers' organizational influence are examined. Severak items with varied levels of cross-cultural importance are examined, including attitude toward unions, the importance attached to getting along with other people, and willingness to participate in workplace politics.

A new instrument for measuring the beliefs, attitudes, or values held by the management of a firm with respect to its various publics is used in a field study of managers in 19 firms. This instrument is effective in differentiating between the management teams in different kinds of business organizations. [ABSTRACT FROM AUTHOR]

The paper identifies similarities and differences in the emphases and patterns that U.S. and Japanese managers attribute to a set of 22 generic competitive methods. It highlights the different ways that Japanese and American managers combine these methods to form general business strategies. Using factor analyses and smallest space analyses, the study shows differences in business strategy patterns between managers in Japan and the U.S. Such differences reflect the organizing principles underlying the strategy approaches in U.S. and Japanese firms. The organizing principle underlying U.S. responses is the desire to find way to differentiate a firm from its competitors. In contrast, the organizing principle underlying Japanese responses is a desire to establish a comprehensive, stable and defensible position. The paper discusses the implications of these results for strategic management and suggests directions for future U.S. and Japanese comparative strategy research. [ABSTRACT FROM AUTHOR]

The article examines the managerial styles and philosophies of Mideastern executives. The author discusses the attitude toward management practices and the satisfaction of need and importance in a Maslow categorization. The author states that the culture affects the hierarchy of needs for managers and the need for hierarchy is apparently not borne out on a cross-cultural basis and has not generally been confirmed. The article also discusses differences in Mideastern and Western management.

This paper compares the perceptions of marketing research executives and industrial respondents regarding factors impacting on industrial mail survey response. Following a review of the different research traditions to the study of mail response rates, a "survey-on-surveys" approach is introduced and used to study the potential impacts of different design and implementation factors on survey response. The results of the study provide empirical evidence on the perceived influence of a wide variety of response-inducing factors in industrial mail surveys, and are used to generate managerial recommendations for the conduct of the latter. Directions for future research are also identified. [ABSTRACT FROM AUTHOR]

This research tested the relationship between the characteristics and background of U.S. top executives, and measures of corporate performance. Data were obtained from 953 top managers; the dominant coalition of the largest 150 companies within five U.S. industries--dairy, footwear, tyres, mobile homes, and machine tools. Results were generally positive: managerial characteristics not only predicted performance variations within industries--the top performers having significantly different managerial profiles than poorly performing companies--but also that the characteristics of managers within high-performing companies were similar across the five industries. [ABSTRACT FROM AUTHOR]

The authors of this article conducted extensive interviews in four large consumer goods firms, to study horizontal communication patterns among executives with marketing responsibilities. Their study gives factual information. Especially about the "informal communication network" in such organizations. [ABSTRACT FROM AUTHOR]

This study complements the Journal March issue article by the author on "Personal Value Systems of American Managers." In the current analysis the author compares four levels of organizational goals with their assumed behavior importance and content. Organizational Efficiency, High Productivity and Profit Maximization form a subset of goals that are behaviorally very important and are viewed as maximization criteria and as alternative generators. [ABSTRACT FROM AUTHOR]

The personal value systems of 1072 American managers are studied for their contribution to the understanding of managers and their behavior. A theoretical model for analyzing the impact of values on behavior is presented and utilized. Major results are explored with respect to the impact of personal values systems on the behavior of managers. [ABSTRACT FROM AUTHOR]

This study examines the relative roles of cultural background and degree of industrialization in the managerial beliefs of a sample of Greek managers? Findings are compared with the previous results reported by Haire, Ghiselli, and Porter (1966) and Clark and McCabe (1970). The Greeks were as inconsistent as those in these two previous studies in displaying little belief in their subordinates' capacities for leadership and initiative while advocating the practice of participative management. On two beliefs (capacity for leadership and initiative and belief in internal control) the Greeks tended to cluster with a Latin-European cluster, thereby suggesting a cultural explanation. On the other hand, regarding beliefs in sharing information with subordinates and participative management the Greeks clustered with a developing countries cluster, thereby suggesting an industrialization explanation. Exclusive focus on either explanation of managerial attitudes and beliefs does not seem warranted. [ABSTRACT FROM AUTHOR]

This paper throws doubt on the direct relationship between the difficulty of a decision problem and decision time. A formal theory is proposed, hypothesizing that decision makers take longer to choose from four alternatives when two of the alternatives are easily rejected than when all four alternatives are equal. The results of laboratory experiments support this hypothesis, and suggest that decision behavior is related to personality factors. [ABSTRACT FROM AUTHOR]

Here is first aid for that paramount problem of the average executive, how to manage time so that he is no longer clobbered by too-imminent deadlines, senseless interruptions, and homework. It presents a way to analyze job activities, delegate secondary tasks, and get first things done first so that there can actually be time left over in which to think and plan. Included also are hints on how to lock the door against the biggest business time thieves of all, an overactive telephone and that unscheduled caller who drops in just to "renew contacts." [ABSTRACT FROM AUTHOR]

The literature on antecedents of corporate social responsibility (CSR) strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm's internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using data collected from 129 Chinese managers. The results show that managers with a stronger socialist ideology are likely to develop a mindset favouring CSR, which induces the adoption of a proactive CSR strategy. The CSR mindset mediates the link between socialist ideology and CSR strategy. The strength of the relationship between the CSR mindset and the choice of CSR strategy is moderated by customer response to CSR, industry competition, the role of government, and CSR-related managerial incentives. [ABSTRACT FROM AUTHOR]