Relevant bibliographies by topics / Managerial power

Academic literature on the topic 'Managerial power'

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Published: 4 June 2021
Last updated: 5 February 2022

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Journal articles on the topic "Managerial power"

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van Essen, Marc, Jordan Otten, and Edward J. Carberry. "Assessing Managerial Power Theory." Journal of Management 41, no. 1 (January 5, 2012): 164–202. http://dx.doi.org/10.1177/0149206311429378.

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Gumbel, A. "Managerial Power and Executive Pay." Oxford Journal of Legal Studies 26, no. 1 (January 1, 2006): 219–33. http://dx.doi.org/10.1093/ojls/gqi051.

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Abernethy, Margaret A., and Emidia Vagnoni. "Power, organization design and managerial behaviour." Accounting, Organizations and Society 29, no. 3-4 (April 2004): 207–25. http://dx.doi.org/10.1016/s0361-3682(03)00049-7.

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Heineken, Jan, and Dolores A. Wozniak. "Power Perceptions of Nurse Managerial Personnel." Western Journal of Nursing Research 10, no. 5 (October 1988): 591–99. http://dx.doi.org/10.1177/019394598801000508.

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Piper, Heather, James R. Duggan, and Stephen Rogers. "Managerial Discourse, Child Safeguarding, and the Elimination of Virtue fromIn Loco ParentisRelationships: An Example from Music Education." Power and Education 5, no. 3 (September 2013): 209–21. http://dx.doi.org/10.2304/power.2013.5.3.209.

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Wrońska-Bukalska, Elżbieta. "Power of an overconfident CEO and dividend payment." Journal of Management and Financial Sciences, no. 35 (July 27, 2019): 61–80. http://dx.doi.org/10.33119/jmfs.2018.35.4.

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The aim of the paper is to identify the relation between managerial overconfidence, managerial power and dividend decisions. We have implemented the survey to detect managerial overconfidence. We collected 145 answers with financial data covering 2010–2015. We employed the managerial share in ownership as a proxy for managerial power.We found that managerial power enhances to reveal the overconfidence in dividend decisions. We also found the pattern of behaviour of an overconfident manager having more power: more frequent dividends are paid out, but if dividend is paid out, the level and ratio of the dividend is lower.
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전형배. "Managerial Power and The Basic Labor Rights." kangwon Law Review 44, no. ll (February 2015): 639–70. http://dx.doi.org/10.18215/kwlr.2015.44..639.

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Zhang, Chunlong, and Guoliang Zhang. "Managerial Power, Capital Structure and Firm Value." Open Journal of Social Sciences 02, no. 12 (2014): 138–42. http://dx.doi.org/10.4236/jss.2014.212019.

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Dam, Kaniska. "Job assignment, market power and managerial incentives." Quarterly Review of Economics and Finance 57 (August 2015): 222–33. http://dx.doi.org/10.1016/j.qref.2014.11.001.

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Henderson, Melinda C. "Measuring Managerial Motivation: The Power Management Inventory." Journal of Nursing Measurement 1, no. 1 (January 1993): 67–80. http://dx.doi.org/10.1891/1061-3749.1.1.67.

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Psychometric properties for Part I ofhe Power Management Inventory (Hawker & Hall, 1981) are presented following validation of the instrument with samples of nurse managers (N=54) and executives (N=92). The content validity indices were .85 for management issues (item stems), .65 for Personalized Power (PP), .75 for Socialized Power (SP), and .70 for Affiliative Motive (AM) scales. Internal consistency reliabilities were acceptable (.63 to .87). Test-Retest correlations (n = 19 managers) ranged from .74 to .85. Correlation of nurse manager (n = 50) scores with subordinate scores of managers were significant (p < .05) for PP (r = .32) and AM (r = .29). Correlation of nurse executive (n = 59) scores with chief executive officer scores of executives were significant for PP (r = .32, p < .01) and AM (r=.25,p< .05). Mean scores on PP, SP and AM failed to profile the motive pattern for “successful” managers. About 29% of the managers and 39% of the executives were categorized as having no power motive preference. Use of the PMI for career counseling/decisions in nursing is not recommended, however, its use as an organizational development tool is endorsed.
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Dissertations / Theses on the topic "Managerial power"

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Iliopoulou, Stavroula. "Executive compensation and managerial power in the UK." Thesis, University of Essex, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.435253.

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Stathopoulos, Konstantinous. "UK executive compensation : risk, managerial power and regulatory influences." Thesis, University of Manchester, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.556651.

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Hengartner, Lukas. "Explaining executive pay : the roles of managerial power and complexity /." Wiesbaden : Dt. Univ.-Verl, 2006. http://deposit.d-nb.de/cgi-bin/dokserv?id=2862868&prov=M&dok_var=1&dok_ext=htm.

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Moore, Marc T. "Company law in crisis : regulating managerial power in the age of shareholder value." Thesis, University of Bristol, 2006. http://hdl.handle.net/1983/ec29d1be-1a23-43f0-8338-ac9218a79985.

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Rankin, Michaela, and Michaela Rankin@buseco monash edu au. "Determinants of Executive Remuneration: Australian Evidence." RMIT University. Accounting and Law, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080812.140803.

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Corporate governance, and the role of executive pay in particular, has received increased attention from the media, government, and the business arena in recent years. The study reported in this thesis adds to our understanding of both the components and determinants of Australian remuneration packages for the top management team. It does so in four main ways: 1. The study examines the determinants of compensation of a range of senior executives within the organisation, in addition to the CEO. No Australian research, to date, explores the structure and determinants of remuneration beyond the CEO; 2. The research is conducted in a contemporary setting and timeframe, where corporations are subject to expanded disclosure requirements, when compared to the subjects of prior Australian research; 3. It examines an expanded range of factors documented in overseas research as likely to relate to remuneration, some of which have not been previously examined in Australian work; 4. Finally, in developing hypotheses concerning factors expected to relate to remuneration, the study reconciles the perspectives provided by both agency and managerial power theories in terms of how they present similar and differing propositions. The research examines both cash and incentive components of executive compensation disclosed by a sample of top 300 Australian companies in 2005. The model incorporates measures of firm performance, economic characteristics, board monitoring and governance characteristics, and ownership characteristics in an attempt to explain the level of executive compensation. The study extends analysis beyond the CEO to incorporate an investigation of both the structure and determinants of compensation of the top five executives, in addition to the CEO. Results indicate that the structure of CEO compensation has changed since prior Australian research was conducted, to include a more heavy reliance on incentive pay. In contrast to the US, the structure of CEO remuneration differs from that of non-CEO executives. As managers move progressively up the senior executive hierarchy, short-term cash bonus and share-based incentive pay both become more important as components of remuneration. There is also a greater reliance on performance hurdles than has been documented in prior Australian and international research. The expectation that remuneration is now more strongly tied to firm performance is supported. The size and complexity of the firm are also considered to be important in determining the level of various components of both CEO and non-CEO executive compensation. This supports the view that larger, more complex entities attract higher quality executives, and pay for such quality and expertise. Growth firms are more likely to pay higher levels of incentive pay and total compensation to CEOs than non-growth firms. Executive remuneration also relates to the strength of various monitoring and governance mechanisms, although to a greater extent for CEOs than for other senior executives. Managers are able to influence the remuneration-setting process where governance structures are weak, or where they have greater influence. In some cases factors relating to CEO compensation differ from those associated with compensation of lower-level executives.
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Hadad, Rymond, and Jansson Sandra Söderberg. "Maktens påverkan i en coachingrelation : En kritisk diskursanalys." Thesis, Örebro universitet, Handelshögskolan vid Örebro Universitet, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-29926.

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The use of coaching is fairly up to date in the business world although it’s relatively new. Despite this, there’s a lack of clarity about what coaching is and what it signifies. Our point is however not to define coaching. Based on the normative coaching literature, the purpose is, from a critical discourse analysis to explore the power relations that affect the coach and coached in their relation to each other, so as to be able to criticize managerial coaching relationship as presented in the literature. This will contribute to enabling for a more open discourse. The theoretical image of managerial coaching described by the literature as a democratic exercised leadership by a certain type of behavior and attitudes, will lead to improved organizational performance. For this to be possible, the relationship between coach/manager and coached/co-workers need to be characterized by safety, trust and equality. This is considered to be complex, given the power and dependency relationship prevailed between manager and employee. The empirical data on which the analysis is partly based on, have been collected through semi-structured interviews with a group within the National Insurance Office in Karlskoga, consisting of managers and employees where a coaching leadership is applied. Coaching relationship has been explored with the aid of Faircloughs analytical model and therefore conclusions could be obtained, which is that the coaching relationship is characterized by a variety of power conditions affecting coach and coached in their relation to each other. Among other things, it has emerged that the coach is governing the coached thoughts and thus indirectly also the coached acting. Managerial coaching is therefore considered according to us not to be a democratic exercised leadership but may instead implying to be more controlling in comparison with the “traditional” leadership.
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Bianchi, Giuliano <1981&gt. "Essays On CEO Compensation: New Evidence On The Managerial-Power Vs. Optimal Contracting Debate." Doctoral thesis, Alma Mater Studiorum - Università di Bologna, 2013. http://amsdottorato.unibo.it/5346/.

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This dissertation analyzes the effect of market analysts’ expectations of share prices (price targets) on executive compensation. It examines how well the estimated effects of price targets on compensation fit with two competing views on determining executive compensation: the arm’s length bargaining model, which assumes that a board seeks to maximize shareholders’ interests, and the managerial power model, which assumes that a board seeks to maximize managers’ compensation (Bebchuk et al. 2005). The first chapter documents the pattern of CEO pay from fiscal year 1996 to 2010. The second chapter analyzes the Institutional Broker Estimate System Detail History Price Target data file, which that reports analysts’ price targets for firms. I show that the number of price target announcements is positively associated with company share price’s volatility, that price targets are predictive of changes in the value of stocks, and that when analysts announce positive (negative) expectations of future stock price, share prices change in the same direction in the short run. The third chapter analyzes the effect of price targets on executive compensation. I find that analysts' price targets alter the composition of executive pay between cash-based compensation and stock-based compensation. When analysts forecast a rise (fall) in the share price for a firm, the compensation package tilts toward stock-based (cash-based) compensation. The substitution effect is stronger in companies that have weaker corporate governance. The fourth chapter explores the effect of the introduction of the Sarbanes-Oxley Act (SOX) in 2002 and its reinforcement in 2006 on the options granting process. I show that the introduction of SOX and its reinforcement eliminated the practice of backdating options but increased “spring-loading” of option grants around price targets announcements. Overall, the dissertation shows that price targets provide insights into the determinants of executive pay in favor of the managerial power model.
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Sebetlele, Sewagodimo Amos. "Negotiation with teachers as a managerial task of the school principal / Sewagodimo Amos Sebetlele." Thesis, North-West University, 2005. http://hdl.handle.net/10394/845.

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The study focuses on the use of negotiation skills as a managerial task of the school principal in order to reduce conflicts between teachers and between teachers and themselves, so as to enhance a good working interpersonal relationship between them. This will lead to the building of trust, professional development and success. The purpose of this study was to determine through a literature study and empirical investigation, the nature of negotiation in schools and the skills used by principals when negotiating with teachers. The empirical investigation determined the skills used the most and least by principals when negotiating with teachers. Chapter 1 covered the statement of the problem, aims and methods to be used to obtain an overview of the nature of negotiation. This chapter also covers the empirical investigation which includes the questionnaire, population and sample, the statistical techniques. This chapter further covers the arrangement of chapters. Chapter 2 emphasises the nature of negotiation in general and in schools. The definition of negotiation and the concepts closely related to it are given in this chapter. The significance of negotiation and the negotiation principles are explained. The process of negotiation with its three phases, are discussed, approaches to negotiation are explained and common mistakes that occur during negotiation are highlighted. Mention is also made of the attitude principals have towards the use of negotiation in schools, as well is the effects that negotiations have on school performance. The context and skills needed in successful negotiation are discussed in chapter 3. With regard to the context of negotiation, the climate, negotiating for common ground, the characteristics of good agreement and the elements of negotiation are covered. With regard to skills needed in successful negotiation, listening, empathy, space, timing and persuasion are discussed. In chapter 4 the empirical research design, administrative procedures, population and sampling as well as statistical techniques are discussed. The completed and questionnaires returned by respondents are empirically analysed and interpreted. The practical significance (effect size) of differences between biographical data and the different negotiation factors is done to determine if the differences are large enough to have an effect in practice. In chapter 5 the summary of all the chapters is done as well as the findings 60m the research and the recommendations. Of all the negotiation skills discussed, it is evident that empathy is a skill that is mostly used by principals, followed by persuasion and the process of negotiation. The skill that is used least by school principals and that is also recommended as a topic for further research, is space. Recommendations of this study emphasize the importance of workshops and or in-service training for principals on the use of negotiation skills.
Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2005.
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Thorén, Björn, and Magnus Jonsson. "Hur påverkar ägarbilden hos svenska företag den rörliga ersättningen till den verkställande direktören?" Thesis, Högskolan Dalarna, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:du-22484.

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Bakgrund Det diskuteras mycket idag om ersättningar till verkställande direktörer (Vd) och storleken på dessa. Många har synpunkter på den enligt dem väldigt höga ersättningen och framförallt är många kritiska till de stora bonusar som tilldelas till företagsledare. Samtidigt är det ägarna som genom representation i styrelse och på bolagstämma bestämmer ersättningen. Syfte Syftet med studien är att undersöka om det föreligger ett samband mellan ägarbilden och andel rörlig lön till den verkställande direktören. Metod I studien tillämpas en deduktiv forskningsansats där vi utgått från existerande teorier och tidigare empirisk forskning för att skapa en hypotes som sedan kan bekräftas eller förkastas. Hypotesen testas genom en kvantitativ metod där data samlats in över 56 stycken svenska bolag för att sedan testas med statistisk regressionsanalys. Slutsats Undersökningen visar att det finns ett negativt samband mellan ett större ägande och andel rörlig ersättning till verkställande direktör.
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Zhu, Zhen. "The determination of executive compensation under the managerial power and the behavioural approaches : evidence from the UK." Thesis, University of Surrey, 2015. http://epubs.surrey.ac.uk/807664/.

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Using a sample of 344 non-financial companies from FTSE All-Share Index over financial year 2002 to 2011, this research investigates the determination of executive compensation in the UK. By questioning the underlying assumptions of the optimal contracting approach, we propose our managerial power hypothesis and peer benchmarking hypotheses in the particular UK context, leading to the first level and the second level integrated compensation models to be set in our study. Drawing on the managerial power approach, we combine managerial power with the traditional optimal contracting model to test the impact of managerial power on the level of executive pay. For this purpose, we construct a set of managerial power indexes combining corporate governance attributes via PCA technique to measure the degree of influence that top executives can exert over the board in the pay negotiation process in the UK context. We find that after controlling for firm characteristics, the level of executive pay is not significantly related to the degree of managerial power. Grounded on prospect theory, we further investigate the widespread use of peer benchmarking in pay setting process from a behavioural perspective by incorporating the behavioural elements in terms of the cognitive biases of framing and loss aversion into our first level integrated compensation model. We find that after controlling for managerial power and firm characteristics, the change in pay is positively related to the pay anomaly adjusting towards peer pay benchmarks, and underpaid CEOs and executives receive higher pay increases in the following year. More importantly, we also find that after controlling for managerial power and firm characteristics, in terms of all CEO pay changes and executive cash pay changes, there is a significant asymmetric pay adjustment between underpaid executives and overpaid executives in the sense that underpaid executives receive significant pay increases in the following year, while overpaid executives only receive insignificant pay decreases in the following year, leading to an upward ratcheting of top executive pay levels overtime. A critical insight generated from our results is that the use of peer benchmarking is strongly driven by the behavioural factors, leading to a systematic increase in top executive pay overtime. Firstly identifying the behavioural motives behind the widely use of peer benchmarking in top executive pay setting in advanced market, we therefore reach the conclusion that the behavioural factors play a key role in the determination of executive compensation. Further discussion reveals that after controlling for managerial power and firm characteristics, the use of peer benchmarking has a significantly negative moderating effect on the pay-performance relation of CEO total pay, indicating that the irrational pay decision behaviour weakens the pay-performance sensitivity of executive compensation. We fully address the endogeneity concerns on the explanatory variables arising from unobservable heterogeneity, simultaneity and dynamic endogeneity by applying static and dynamic panel estimation methods. Our results are also robust to several other alternative specifications.
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Books on the topic "Managerial power"

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Daudi, Philippe. Power in the organisation: The discourse of power in managerial praxis. Oxford, OX, UK: Blackwell, 1986.

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Daudi, Philippe. Power in the organisation: The discourse of power in managerial praxis. Oxford: Blackwell, 1986.

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Managing service firms: The power of managerial marketing. New York, NY: Routledge, 2010.

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Stahl, Michael J. Managerial andtechnical motivation: Assessing needs for achievement, power, and affiliation. New York: Praeger, 1986.

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Pihlanto, Pekka. Valtaparadigmat laskentatoimen tutkimuksessa: Täydennetty subjektivistinen valtakäsitys. Turku: [Turun Kauppakorkeakoulu], 1986.

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Bebchuk, Lucian A. Managerial power and rent extraction in the design of executive compensation. Cambridge, MA: National Bureau of Economic Research, 2002.

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Managerial and technical motivation: Assessing needs for achievement, power, and affiliation. New York: Praeger, 1986.

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Raju, Rao, ed. The power of 360 degree feedback: Maximizing managerial and leadership effectiveness. New Delhi: Response Books, 2005.

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Brethauer, Dale M. The power of strategic costing: A proactive competitive approach for setting future strategic plans. New York: AMACOM, 2000.

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The phenomenal power of business intelligence: Managerial skills for the 21st century. London: Europa Publications, 2003.

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Book chapters on the topic "Managerial power"

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Rahim, M. Afzalur. "Managerial Power." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–10. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_1390-1.

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Rahim, M. Afzalur. "Managerial Power." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 3899–908. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_1390.

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Ashton-James, Claire E., Killian J. McCarthy, and Anca Dranca-Iacoban. "Managerial Power." In Understanding Mergers and Acquisitions in the 21st Century, 198–222. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137278074_8.

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Wolak, Arthur J. "Labor Power." In The Development of Managerial Culture, 204–69. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137475633_7.

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Hong, Jon-Chao, Yung-Yu Chu, Shu-Feng Hou, Ju-Hsun Hsiao, and Yueh-Chih Chiang. "Managerial Strategies of Power Tech Contest." In Cross-Cultural Innovation, 443–53. Wiesbaden: Deutscher Universitätsverlag, 2005. http://dx.doi.org/10.1007/978-3-663-05626-3_29.

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Tang, Yingkai, Lu Xie, Weiping Li, and Yang Meng. "Managerial Power, Ownership and Stock Price Crash Risk." In Proceedings of the Twelfth International Conference on Management Science and Engineering Management, 619–32. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-93351-1_49.

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Morgan, Glenn. "Rational Calculation, Professional Power and the Managerial Division of Labour." In Organizations in Society, 94–120. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-20779-4_4.

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Kline, Howard, and Peter Stokes. "The Dynamic of ICT and Smart Power: Implications for Managerial Practice." In Redefining Management, 31–46. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69209-8_3.

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Wang, Shuo, and Chang-zheng Zhang. "Effect of New CEO Power on Managerial Compensation Gap: A Conceptual Model." In Proceedings of the 21st International Conference on Industrial Engineering and Engineering Management 2014, 491–95. Paris: Atlantis Press, 2015. http://dx.doi.org/10.2991/978-94-6239-102-4_99.

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Sun, Yanfang, and Dongchang Lu. "Study on the Relationship Between Managerial Power and the Quality of Accounting Information." In Proceedings of the Fourth International Forum on Decision Sciences, 55–70. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-2920-2_6.

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Conference papers on the topic "Managerial power"

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Zhang, Chang-Zheng, Xin Mu, and Xin Zhao. "An Exploratory Study on the Link between Managerial Discretion and Managerial Power." In 2015 International Conference on Management Science and Management Innovation (MSMI 2015). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msmi-15.2015.71.

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"Managerial Power, Earnings Management and Investment Efficiency." In 2018 4th International Conference on Economics, Management and Humanities Science. Francis Academic Press, 2018. http://dx.doi.org/10.25236/ecomhs.2018.004.

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Wu Xiaoman, Liu Xiaolong, Cen Xinxian, and Chen Xiude. "The effect of managerial power in executive compensation contracts." In 2015 12th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2015. http://dx.doi.org/10.1109/icsssm.2015.7170295.

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"Review of the Researches Progress on Managerial Power Theory." In 2019 International Conference on Advanced Education, Service and Management. The Academy of Engineering and Education (AEE), 2019. http://dx.doi.org/10.35532/jsss.v3.024.

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"Review of the Researches Progress on Managerial Power Theory." In 2018 International Conference on Social Sciences, Education and Management. Francis Academic Press, 2018. http://dx.doi.org/10.25236/socsem.2018.33.

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Pustylnyak, I. A. "Modeling and Debug Managerial System Devices of the Power Electronics." In 2006 8th International Conference on Actual Problems of Electronic Instrument Engineering. IEEE, 2006. http://dx.doi.org/10.1109/apeie.2006.4292581.

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Xuewen Kuang and Chenhua Liu. "Notice of Retraction: The effects of managerial power on debt financing choice." In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553109.

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Wei, Fang, and Wenxing Li. "Managerial Power and Investment Efficiency——Fixed Effect Model Based on Panel Data." In 2020 2nd International Conference on Economic Management and Model Engineering (ICEMME). IEEE, 2020. http://dx.doi.org/10.1109/icemme51517.2020.00188.

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Yuhe Yuan and Xinmin Dai. "Managerial power, debts with different sources and overinvestment: Evidence from Chinese listed enterprises." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538491.

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"MANAGERIAL ETHICS AS SOFT POWER TOOL FOR ORGANIZATIONS IN DEFENSE AND SECURITY AREAS." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/05.05.

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Reports on the topic "Managerial power"

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Bebchuk, Lucian Arye, Jesse Fried, and David Walker. Managerial Power and Rent Extraction in the Design of Executive Compensation. Cambridge, MA: National Bureau of Economic Research, July 2002. http://dx.doi.org/10.3386/w9068.

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Weisbach, Michael. Optimal Executive Compensation vs. Managerial Power: A Review of Lucian Bebchuk and Jesse Fried's "Pay without Performance: The Unfulfilled Promise of Executive Compensation". Cambridge, MA: National Bureau of Economic Research, December 2006. http://dx.doi.org/10.3386/w12798.

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