Journal articles on the topic 'Managers’ use of power'
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McCracken, Susan, Steven E. Salterio, and Regan N. Schmidt. "Do Managers Intend to Use the Same Negotiation Strategies as Partners?" Behavioral Research in Accounting 23, no. 1 (January 1, 2011): 131–60. http://dx.doi.org/10.2308/bria.2011.23.1.131.
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ABSTRACT: Most auditor client management (ACM) negotiations occur between partners and client management; however, managers also attempt to resolve issues with client management. Given that ACM negotiation impacts the financial statements, an understanding of whether the intended negotiation strategies of partners and managers differ is important. A key feature of the ACM setting is that partners have more power/status and experience than managers. Prior research provides conflicting predictions about the use of integrative strategies based on experience or power/status. Our results, consistent with the power/status hypothesis, demonstrate managers are more likely than partners to intend to use integrative strategies. Conversely, research on distributive strategies provides similar predictions for partner/manager strategy usage for experience and power/status. We find partners are more likely to intend to use the contending strategy and managers are more likely to intend to use the compromising and concessionary strategies. However, these findings are dependent on accounting context.
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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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Patterson, Eileen, Sara Branch, Michelle Barker, and Sheryl Ramsay. "Playing with power." Qualitative Research in Organizations and Management: An International Journal 13, no. 1 (March 12, 2018): 32–52. http://dx.doi.org/10.1108/qrom-10-2016-1441.
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Purpose The purpose of this paper is to investigate the use of power in cases of upwards bullying by examining the bases of power that staff members use, and how these bases create power imbalances. Design/methodology/approach Qualitative, semi-structured interviews were conducted with six managers from several organisations. After completion of each interview, verbatim transcripts were created and examined using NVivo, allowing in-depth thematic analysis. The broad coding schema, developed through a review of the literature, was refined as analysis progressed. Findings Three major themes emerged: a loss of legitimate power, coercive power, and structural power. The findings suggest a “power cycle” exists in upwards bullying episodes, which is presented diagrammatically. Discussion focusses on the processes that commence with a decrease or loss of a manager’s legitimate power, associated with a lack of organisational support, and staff members’ perceptions of illegitimacy. Managers indicated vulnerability to inappropriate behaviours by staff members, and the potential for greater power imbalances to build due to these behaviours triggering a feedback mechanism, with managers experiencing a further loss of legitimate power. Originality/value The study recommends that research into the perspectives of staff members (such as alleged perpetrators) can further strengthen our understanding of the use of power in workplace bullying, and in upwards bullying in particular. Given the applicability of the outcomes of this research to our understanding of workplace bullying, such theory development can also foster practical approaches to addressing workplace bullying within organisations. Understanding the nature of power within workplace bullying processes can inform organisational strategies to disrupt the cycle of inappropriate behaviours, upwards and otherwise.
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Yin, Huaxiang. "Can Employees Exercise Control Over Managers? The Role of the Employees' Knowledge of Manager Behavior and Manager Discretion." Accounting Review 96, no. 5 (February 5, 2021): 365–88. http://dx.doi.org/10.2308/tar-2015-0219.
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ABSTRACT I investigate whether organizations can use the “power of the employee” to reduce managers' opportunistic behavior toward others. I predict that revealing this behavior to employees makes managers less inclined to act opportunistically. Employees' knowledge has a stronger impact on reducing managers' opportunistic behavior when managers have discretion over employee rewards versus when they do not. I further predict that the effect of employee-based control depends on whether managers are other-interested versus self-interested. Revealing manager actions alone is sufficient to reduce other-interested managers' opportunism, even when they lack discretion over employee rewards. Revealing manager actions alone has no discernible influence on self-interested managers' opportunism, but pairing this action with granting them discretion over employee compensation does reduce their opportunism. Results of two experiments support my predictions, and these results have important implications. By relying on the power of the employee, organizations can induce (even selfish) managers to act less opportunistically. JEL Classifications: C91; D83; M40.
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Leon Rohr, Samuel. "Harnessing the power of the job description." Human Resource Management International Digest 24, no. 6 (August 8, 2016): 8–11. http://dx.doi.org/10.1108/hrmid-09-2015-0143.
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Purpose The purpose of this paper is to show managers can effectively utilize a job description throughout an employee's tenure. Typically, a job description is used in the hiring process. However, a job description can be utilized in recruiting and selection, compensation, evaluation, training and development, health and safety, and succession planning. Design/methodology/approach The author approached the use of a job description from a manager’s perspective. Using both existing literature and conceptual usage of a job description, the author provides a potential use of a job description to improve the human resource competitiveness of an organization. Findings If utilized throughout the life of employment, a job description is a powerful tool that can aid managers. Managers have a road map that can help them with their duties of planning, leading, organizing, controlling and staffing. With a road map, the complexities of management become easier. Research Limitations/implications The limitations involve actual data that prove the effectiveness of the job description. Most of the information provided in the article is theoretical but potentially provides practical information for practitioners. Practical implications The article provides a practical application of the use of a job description. The information provided can be utilized immediately by practitioners. Specifically, inexperienced managers can use the job description as a road map for supervising an employee through the employment relationship. Social implications Unfortunately, there are very little social implications. However, whenever organizations can improve their relationships with their employees, society will surely benefit. Originality/value The article presented involves pieces of previous works, but to date, the author could not find another example of the total use of the job description through the employment relationship. Therefore, it appears to be very original in application.
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Keszey, Tamara, and Wim Biemans. "Trust in marketing’s use of information from sales: the moderating role of power." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 258–73. http://dx.doi.org/10.1108/jbim-09-2015-0169.
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Purpose This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use of information from sales, and whether this effect is contingent on marketing’s power within the firm. Design/methodology/approach Cross-sectional survey data were collected from 338 large-scale Hungarian firms. Structural equation modeling and bootstrap procedures were used to test the hypotheses. Findings The effect of cross-functional trust on marketing managers’ use of sales information is fully mediated by sales–marketing integration and marketing’s perception of information quality. However, the power of marketing within the firm moderates this mediating relationship. Research limitations/implications This paper provides empirical evidence concerning the mediating mechanisms of transferring cross-functional trust to marketing’s successful use of information from sales. The findings imply that cross-functional trust can improve marketing managers’ use of sales information of firms with powerful marketing units by facilitating integration, whereas it can improve the use of sales information of firms with low marketing power by improving marketing managers’ perception of information quality from sales. Originality/value This is the first study that models and empirically investigates marketing managers’ use of information collected by sales. The current study conceptually links and advances extant knowledge on the literatures on the sales–marketing interface and utilization of market information at the individual level and increases the understanding of how cross-functional trust contributes to information use under different contingencies of marketing power.
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Arize, Augustine C., Scott Liu, Solomon Nyaanga, and John Malindretos. "Relationships between Managerial Power Orientation and Unit Cohesiveness: Implications for R&D Management at NASA." International Journal of Business Administration 8, no. 6 (September 13, 2017): 36. http://dx.doi.org/10.5430/ijba.v8n6p36.
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This study examines relationships between managers’ self and subordinate ratings of controlling and power sharing on their units' perceptions of intra-group and interunit cohesiveness. Four hundred and forty-five NASA middle managers and 1795 of their subordinates completed a 122 item survey of management practices and group climate. Results indicate that managers who use both controlling and power sharing behavior have more cohesive units than managers who use only one orientation. Unit cohesiveness was greater when managers’ self-ratings were consistent with their subordinates' ratings.
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Casey, Rionach, and Chris Allen. "Social Housing Managers and the Performance Ethos." Work, Employment and Society 18, no. 2 (June 2004): 395–412. http://dx.doi.org/10.1177/09500172004042775.
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In sociology, ‘the professional project’ is understood as a collective endeavour of occupational groups that only succeeds if those groups possess, and control access to, a unique stock of knowledge. Urban sociologists have been critical of public housing managers’ collective endeavours to present themselves as a profession because they use generic knowledge and common sense in their work. They also argue that ‘the professional project’ of housing management is being further under-mined by the ‘performance ethos’, since this now allows service managers to exert even more control over what public housing managers do and thus de-skills them even more. Our argument is that this analysis of the impact of the performance ethos is based on a conceptually limiting view of power as a repressive force that enforces ‘blanket restrictions’ on group activity, i.e. what professional groups are free to do. Conversely, we adopt a Foucauldian view of power because it better explains our research findings. Foucault suggests that power does not simply repress group activity. Power is also appropriated by individuals who use it to redefine themselves, e.g. who and what they are. We draw on our empirical data to show how individual housing managers were appropriating the performance culture in productive ways to achieve their own individual ends (i.e. to ‘work on’ their professional selves so as to re-define themselves and thus their individual claim to professional status). We use this analysis to argue that an individualized (as opposed to collective) ‘professional project of the self’ is emerging in housing management that has not yet been adequately captured in the sociological literature.
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Geszler, Nikolett. "Agency and Capabilities in Managerial Positions: Hungarian Fathers’ Use of Workplace Flexibility." Social Inclusion 8, no. 4 (October 9, 2020): 61–71. http://dx.doi.org/10.17645/si.v8i4.2969.
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This article analyses the agency freedom of manager fathers in Hungary to claim work–family balance through corporate flexible working arrangements. Hobson’s interpretation of Sen’s capability approach (Hobson, Fahlén, & Takács, 2011) is applied to appraise the effect of individual resources and organizational and national context on managers’ work–family balance, as well as their influence on organizational culture. An interview-based case study was undertaken at the Hungarian subsidiary of a Scandinavian multinational company, wherein 43 personal interviews were conducted with fathers in managerial positions. The interviews were analysed according to structuring qualitative content analysis. Managers benefitted from corporate flexibility (home office and flexible schedule), but experienced power asymmetries in terms of access to and use of the former according to hierarchy and department. Even though the men in these positions are assumed to be change agents, the majority of them perceived limited agency freedom to convert flexible working into work–family balance, or to influence organizational culture. The privileged position of managers was detected at the level of their individual agency. Most managers could economically afford to maintain a male breadwinner model. Therefore, limitations related to securing parental and flexibility rights were due to traditional gender norms, and the strong sense of entitlement to work. Consequently, the extent and means of use of flexibility did not challenge deeply rooted assumptions about ideal employee norms.
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Leonardi, Paul M., Tsedal B. Neeley, and Elizabeth M. Gerber. "How Managers Use Multiple Media: Discrepant Events, Power, and Timing in Redundant Communication." Organization Science 23, no. 1 (February 2012): 98–117. http://dx.doi.org/10.1287/orsc.1110.0638.
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Kamil Kozan, M., Canan Ergin, and Kadir Varoglu. "Bases of power and conflict intervention strategy: a study on Turkish managers." International Journal of Conflict Management 25, no. 1 (February 4, 2014): 38–60. http://dx.doi.org/10.1108/ijcma-05-2012-0041.
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Purpose – This study aims to develop an influence perspective for managerial intervention in subordinates conflicts, which helps to represent various strategies identified in the literature in a single model. Managers' power base was then related to their intervention strategies. Drawing upon Social Judgment Theory, anchoring of subordinates positions is studied as a moderating variable. Design/methodology/approach – Thirty nine supervisors and their 165 subordinates from several organizations in Turkey filled out a questionnaire reporting power base of supervisor and their intervention strategy utilizing the critical incident technique. Findings – Referent power of superior led to mediation in subordinates' conflicts. However, mediation decreased while restructuring, arbitration, and educative strategies increased with increased anchoring of subordinates' positions. These latter strategies mostly relied on reward power of manager. Subordinate satisfaction was highest with mediation and lowest when supervisors distanced themselves from the conflict. Research limitations/implications – The present study could only test the moderating effect of escalation as an anchoring variable. Future studies may look at the anchoring effect of whether the dispute is handled in public or in private, and whether the parties have a competing versus collaborative or compromising styles. Practical implications – Training of managers in mediation may be essential in cultures where they play a focal role in handling subordinates conflicts. Such training may have to take into account their broader influence strategies and use of power. Originality/value – An influence perspective is useful in integrating the vast array of managerial intervention strategies in the literature. Furthermore, the anchoring effect provides a theoretical explanation for managers' use of more forceful intervention with less cooperative subordinates.
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Crisóstomo, Vicente Lima, and José Wellington Brandão. "Nonfinancial Firms as Large Shareholder Use Dividend Policy for Management Monitoring in Brazil." Future Studies Research Journal: Trends and Strategies 10, no. 1 (April 1, 2018): 109–31. http://dx.doi.org/10.24023/futurejournal/2175-5825/2018.v10i1.339.
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The paper analyzes whether nonfinancial firms as large blockholders of the Brazilian firm shape dividend policy. Under the Agency Theoretical framework a set of good corporate governance practices is suggested as able to control management activity and prevent managers from incurring in moral hazard problems and the emergence of excessive management power as predicted by the Managerial Power Hypothesis. In this context, the Management Monitoring Hypothesis proposes that dividend policy may be used as a management control mechanism given that dividend distribution affects the free cash flow available for managers. Dividend models were estimated by the Generalized Method of Moments (GMM) for an unbalanced panel data, composed of 1.890 firm-year observations of 234 companies listed on the BM&FBovespa, in the period 1996-2012. The results indicate that nonfinancial firms as large shareholders increase dividend payout which leads to the reduction of free cash flow. This result is in accordance with the monitoring hypothesis which predicts the reduction of free cash flow available for managers through dividend policy.
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J. Hoppner, Jessica, David A. Griffith, and ChangSeob Yeo. "The intertwined relationships of power, justice and dependence." European Journal of Marketing 48, no. 9/10 (September 2, 2014): 1690–708. http://dx.doi.org/10.1108/ejm-03-2013-0147.
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Purpose – The purpose of this study, drawing from exchange theory, is to examine how the intertwined relationships between power, justice and relative dependence influence relationship performance in buyer – seller relationships. Design/methodology/approach – A two-wave structural equation model with latent variable interactions was estimated on a dataset of 283 buyer – seller relationships. Findings – Exercised coercive and reward power follow different processes, direct and indirect, to influence relationship performance. The use of coercion was found to be substantively more detrimental to the buyer – seller relationship than the use of rewards were beneficial. Relative dependence tempers the negative influence of coercion. Research limitations/implications – Managers of buyer – seller relationships need to be judicious in their use of coercion and rewards. In their efforts to manage relationship performance, whenever possible, managers should seek to avoid punishing their partner more so than they should seek to reward them. Originality/value – Although proposed under a single theoretical perspective, power and justice have developed as separate streams within the extant literature. Examining these constructs together can increase the current understanding of how to manage buyer – seller relationships.
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Engesbak, Vetle, and Jonas A. Ingvaldsen. "“Please use our ideas”: making parallel organizations work." Team Performance Management: An International Journal 26, no. 3/4 (March 6, 2019): 183–95. http://dx.doi.org/10.1108/tpm-01-2018-0007.
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Purpose Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation of their ideas and recommendations. Little is known about how POs achieve impact in OOs; this paper aims to examine this important topic. Design/methodology/approach Through the analytical lens of boundary spanning, the paper analyzes the PO–OO relationship in a manufacturing organization. Data were collected through 31 semi-structured in-depth interviews with OO managers, PO team leaders and PO team members. Findings Primary PO–OO boundary dimensions were favoritism toward local practice in the OO, specialized knowledge across PO–OO contexts and power asymmetry favoring the OO. The main boundary-spanning activities were translating, which targets specialized knowledge, and anchoring, which targets favoritism towards local practice and power asymmetry. Research limitations/implications The findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing. Practical implications POs should be staffed with team members, especially team leaders, who can translate effectively between the PO’s and the OO’s frames of reference, and facilitate complicated knowledge processes across these contexts. Additionally, senior managers should understand their role in anchoring the PO initiative and its results within the OO. Originality/value This is the first study to view the PO–OO relationship via boundary spanning, and thus to identify power asymmetry as a key challenge not previously described in PO literature, and describe how this asymmetry is overcome through anchoring.
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Dencker, John C. "Relative Bargaining Power, Corporate Restructuring, and Managerial Incentives." Administrative Science Quarterly 54, no. 3 (September 2009): 453–85. http://dx.doi.org/10.2189/asqu.2009.54.3.453.
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Using longitudinal personnel data from a U.S. Fortune 500 manufacturing firm for the period of 1967 to 1993, I assess the effects of corporate restructuring and power differences between a firm and its managers on the nature and use of different incentives. I extend relative bargaining power theory to predict that a firm's ability to provide incentives in the ways it prefers—bonuses instead of increases to base salary or promotions—varies due to differences over time in monitoring and sanctions stemming from organizational change processes. Findings are consistent with the theory and show a negative effect of bonuses on salary increases and of bonuses on promotions, with tradeoffs greatest when the firm's oversight of rewards was highest and termination threats were most explicit. Further support for the theory is the finding that the strength of the negative effect of bonuses on promotions varied across managerial groups due to differences in managers' bargaining power: “fast-trackers” were much less likely to experience a tradeoff than were low performing managers, and women were less likely to experience a tradeoff than were men.
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Keiser, Lael R., and Susan M. Miller. "The power of comparisons: Peer information as a management tool." Public Policy and Administration 34, no. 4 (July 9, 2018): 494–516. http://dx.doi.org/10.1177/0952076718779665.
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While previous research has explored how performance data can influence organizations and considered the factors that shape public managers' use of performance data, we know less about the way in which individual bureaucrats respond to performance information. Considerable research illustrates the power of peer information in a variety of contexts, including energy use, voting, and charitable giving. We suggest that public employees may adjust their behavior in response to information about how their performance compares with their peers. Providing peer information to public employees allows for learning. If alerted to an unflattering comparison, public employees might be motivated to alter their behavior. Using the case of administrative law judges in the Social Security Disability programs, we find evidence that is consistent with the expectation that individual bureaucrats respond to peer information. This study provides insight into whether and how public managers can harness the power of peer information.
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Kirby, Emma, Alex Broom, Alexandra Gibson, Jennifer Broom, Trent Yarwood, and Jeffrey Post. "Medical authority, managerial power and political will: A Bourdieusian analysis of antibiotics in the hospital." Health: An Interdisciplinary Journal for the Social Study of Health, Illness and Medicine 22, no. 5 (June 24, 2017): 500–518. http://dx.doi.org/10.1177/1363459317715775.
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Antibiotic resistance poses a significant global threat, yet clinically inappropriate antibiotic use within hospitals continues despite the implementation of abatement strategies. Antibiotic use and the viability of existing antibiotic options now sit precariously at the nexus of political will, institutional governance and clinical priorities ‘at the bedside’. Yet no study has hitherto explored the perspectives of managers, instead of focusing on clinicians. In this article, drawing on qualitative interviews with hospital managers, we explore accounts of responding to antimicrobial resistance, managing antibiotic governance and negotiating clinical and managerial priorities. We argue that the managers’ accounts articulate the problematic nexus of measurement and accountability, the downflow effects of political will, and core tensions within the hospital between moral, managerial and medical authority. We apply Bourdieu’s theory of practice to argue that an understanding of the logics of practice within the ‘hospital management classes’ will be critical in efforts to protect antibiotics for future generations.
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Amdouni, Sarra, and Sabri Boubaker. "Multiple Large Shareholders And Owner-Manager Compensation: Evidence From French Listed Firms." Journal of Applied Business Research (JABR) 31, no. 3 (May 4, 2015): 1119. http://dx.doi.org/10.19030/jabr.v31i3.9243.
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The objective of this study is to examine the relation between complex ownership structures and managerial compensation. More specifically, we examine the impact of the owner-managers excess control and the presence of multiple large shareholders (MLS) on the owner-managers compensation. Using a sample of French publicly listed firms, the results reveal several important points. First, the owner-managers compensation increases with the owner-managers excess control. This finding indicates that managers use their power to increase their pay, hence expropriating minority shareholders. Second, the presence of MLS decreases managerial opportunism and prevents owner-managers from diverting corporate resources for their own benefit. Hence, MLS play an important monitoring role.
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Lamest, Markus, and Mairead Brady. "Data-focused managerial challenges within the hotel sector." Tourism Review 74, no. 1 (February 4, 2019): 104–15. http://dx.doi.org/10.1108/tr-03-2017-0064.
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Purpose The purpose of this paper is to explore the managerial decision-making challenges of the use of data from online and offline customer data flooding into firms and managed through interactive dashboards. The paper provides insights into how managers within the hotel sector both manage and use the data as a core tool in discussions with finance managers/directors during negotiation on critical marketing investments. Design/methodology/approach The research design followed a multiple-case study design of five market-orientated hotels, which were selected as high performing data and dashboard users. Across each case company multiple informants were interviewed and shadowed, including marketing managers, general managers and finance managers/directors. There was also an in-depth investigation of the collection, dissemination and particularly use of traditional market research data and online data from social media sites, web sites and web and mobile analytics. This was augmented by a study of the customized, off site managed interactive databases, in use in all case companies. Findings This paper identifies managerial challenges experienced by general managers, marketing and financial managers using digital customer data. It investigated the power of the customer voice internally and found that unstructured qualitative data had greater visibility and usage once supported by a financial imperative. It also found that the use of interactive dashboards were a powerful manifestation of data technology use and increased marketing’s visibility, power and accountability within the firm. Research limitations/implications The paper provided a limited hotel perspective which impacts on generalizability. The findings should be tested quantitatively to ascertain their validity across a wider sector of businesses and operations. Though multiple site and cross-functional research adds value, one site might have provided more depth. Practical implications This paper reveals that managers need support in terms of time, resources and personnel to manage the flood of information into their organizations. It also suggested that general and marketing managers need to develop the skills to interpret the data for decision-making, so that the financial implications are understand. Originality/value Most social media studies within the hotel sector focus on the impact of social media reviews on consumer purchasing processes and/or on how managers communicate online with consumers. This paper takes an internal managerial perspective on data use for decision-making. This paper expands our understanding of marketing strategic decision-making through an in-depth exploration into how cross-functional decision-making uses contemporary customer data.
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Tsai, Hsien-Tang, Tung-Ju Wu, and Shang-Pao Yeh. "A study of Chinese guanxi type in family business from the perspective of power-based and leadership behaviours." South African Journal of Economic and Management Sciences 16, no. 5 (December 7, 2013): 102–14. http://dx.doi.org/10.4102/sajems.v16i5.680.
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In Chinese society, a guanxi network is based on kinship or family ties of affection. This special pattern has a historical background and is one of the important factors that have enabled many Taiwanese enterprises to continue operating through the decades. The personal links between people create a kind of social network known as guanxi, which is a unique characteristic of Chinese society. The study aims to investigate the guanxi type of managers in Taiwanese family businesses, and examines how the guanxi type may moderate the correlation between the managers’ power and the influence tactics used to handle subordinates. We surveyed 178 managers who are working in Taiwanese family business. The results of the hierarchical regression modeling showed that as managers have more position power, especially those exercising the family guanxi, they are more likely to be assertive in their treatment of their subordinates. Managers possessing the friend guanxi often play a bridging role to complement the function of those managers with the family guanxi, who may use the assertive approach too strongly. Managers of this type can provide a “lubricant effect” and keep the family business running smoothly. We recommend that family business owners should pay more attention to relationship harmony and internal communication channels in their organisations.
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Wang, Yingchun, and Baiyin Yang. "Power, interactional justice, and hard influence tactics: Evidence from China and USA." Social Behavior and Personality: an international journal 45, no. 1 (February 7, 2017): 51–68. http://dx.doi.org/10.2224/sbp.4953.
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We investigated how an individual's perception of interactional injustice interacts with a target's position power in determining that individual's decision to use hard influence tactics, and if this choice is influenced by the cultural factor of power distance. Our hypothesis was that China's high-power-distance culture, in which a target is in a position in which he or she possesses a high degree of power, would deter mistreated individuals from using hard influence tactics as retaliation, whereas in the USA, where high power distance is less common, positional power would not have this effect. Participants were 415 and 311 managers, respectively, in China and the USA. Our results supported the hypotheses, suggesting that the cultural factor of power distance is a deciding factor in people's consideration of whether or not to use hard influence tactics in reaction to the mistreatment from targets who hold a high degree of position power.
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Mellahi, Kamel, Pawan S. Budhwar, and Baibing Li. "A study of the relationship between exit, voice, loyalty and neglect and commitment in India." Human Relations 63, no. 3 (January 6, 2010): 349–69. http://dx.doi.org/10.1177/0018726709348932.
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Drawing on exit, voice, loyalty and neglect (EVLN) literature, this study examines direct and interactive associations between organizational-level commitment and team-level commitment and the use of EVLN by managers in India. The study is based on a survey of 200 managers and supervisors from seven Indian firms. The findings on the use of voice are consistent with the past research in Western countries, but challenge the prevailing assumption about the use of voice in high power distance societies. The results also indicate that team-level commitment moderates the association between organizational-level commitment and the use of EVLN.
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Liu, Yuhuan, Tianli Feng, and Suichuan Li. "Stakeholder Influences and Organization Responses: A Case Study of Corporate Social Responsibility Suspension." Management and Organization Review 11, no. 3 (July 15, 2015): 469–91. http://dx.doi.org/10.1017/mor.2015.4.
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ABSTRACTIn this study, we use the context of corporate social responsibility (CSR) suspension and provide a case study from China to show how conditions allowed shareholders to seize power and alter a firm's mission. We show that managers reacted to a change in shareholder power by changing their priorities to correlate with shareholder influences. Our dynamic model first highlights the importance of precipitating events that allowed shareholders to seize power. In response, managers rebalanced their priorities, paid more attention to the shareholders who demanded higher profits, and suspended ethical and discretionary responsibilities as a result. We further present evidence that CSR suspension subsequently harms relationships between stakeholders and threatens firm survival. We contribute to stakeholder theory by providing a dynamic model for interpreting stakeholder influences and managers’ subsequent responses. We add to corporate social responsibility studies by providing a more nuanced understanding of CSR suspension.
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Stone, Gerard. "Power, dependence and frustration." Meditari Accountancy Research 23, no. 3 (October 5, 2015): 250–75. http://dx.doi.org/10.1108/medar-05-2014-0042.
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Purpose – This study aims to explore the existence and strength of power through focussing on the manner in which accountants exercise power in their advisory relationship with small business. Design/methodology/approach – Interviews provided insights into accountants’ power-related perceptions, experiences and use of power in the advisory relationship. A questionnaire accessed evidence from small business owner-managers (SBOMs). Power theoretical perspectives informed the analysis of the findings. Findings – Accountants’ expert and information power is a consequence of SBOMs’ dependence on their accountants’ expertise and knowledge. Accountants construct advisor roles and exercise power in a manner indicating that they attempt to manage rather than exploit power imbalances to the detriment of dependent SBOMs. However, outbreaks of frustration and conflict in the relationship illustrate the difficulties in managing the dysfunctional consequences of power imbalances. Research limitations/implications – While the findings are restricted to the Australian accountant–small business advisory relationship, they offer a basis for research into the effect of power on the relationship in other national contexts. Research which includes the views of managers of failed small businesses would also extend this work. Practical implications – The study’s focus on accountants’ experiences can assist practitioners endeavouring to develop advisory relationships with small business and designers of professional development programmes seeking to optimise the value of the advisory relationship. Originality/value – The paper extends the study of power to the under-researched yet important accountant–small business advisory area. Its findings are of interest to accountants and accounting policymakers who envisage a broadening of accountants’ small business advisory role.
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Lin, Xiaohua, and Jian Guan. "Determinants of influence strategies in international strategic alliances." Journal of Asia Business Studies 9, no. 3 (August 3, 2015): 273–88. http://dx.doi.org/10.1108/jabs-01-2015-0003.
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Purpose – The purpose of this study is to investigate how relative power and mutual commitment affect partners’ choice of influence strategies and how national culture may moderate these effects in the context of international strategic alliances. Design/methodology/approach – In two experiments involving US and Chinese managers, respectively, the study looks into situations wherein a party’s power is lower, equal or higher, all relative to the other party, and there is high versus low mutual commitment between the two parties. The effects of relative power and mutual commitment on influence strategies are also compared between US and Chinese managers. Findings – There is no significant difference between low and equal power with regard to choice of influence strategies. However, moving from a low/equal power to a high-power position, a party’s use of integrative (non-mediated) communications decreased significantly, whereas the use of coercive (mediated) communications increased significantly. The results also show that the effect of relative power is greater when mutual commitment is low than when mutual commitment is high. Finally, there is evidence that the effect of power is stronger for the Americans, whereas the effect of commitment is stronger for the Chinese. Originality/value – The paper offers a finer account of power relations wherein a party’s power is lower than, equal to or higher than that of the other party and explores the moderating effect role of national culture on the linkages from relative power and relationship commitment to influence strategy use.
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Randolph, Dennis A. "Application of Neural Network Technology to Highway Maintenance Management." Transportation Research Record: Journal of the Transportation Research Board 1533, no. 1 (January 1996): 3–10. http://dx.doi.org/10.1177/0361198196153300101.
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Modern maintenance management systems provide detailed information for managers. However, this information and the detailed descriptions of work and production do not reflect the influence that people have on each other. Team composition is critical to the attainment of productivity goals, but managers must depend upon intuitive skills to make team assignments. The objective of this work was to develop a system that managers could use to assist them in making team assignments. Neural network techniques were used to develop predictive models for team productivity. Historic data on team composition and productivity were used to train neural networks, and then the trained networks used to estimate production. Team productivity tables can be developed using the trained neural networks, and managers can use these tables to guide the assignment of workers to crews. Neural networks can be used to replace the intuitive skills that managers often lack. Because neural networks use historic data to train, the predictive models produce intuitively comfortable results. Moreover, because neural network programs take advantage of modern computer power and use brute force to generate results, the limits of other statistical techniques are avoided.
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Angeles, Renira C., and Achim Kemmerling. "How redistributive institutions affect pay inequality and heterogeneity among top managers." Socio-Economic Review 18, no. 1 (November 6, 2019): 3–30. http://dx.doi.org/10.1093/ser/mwz048.
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Abstract In recent years, many scholars have investigated the incredible rise of executive pay and the role of institutions as moderators of this trend. We argue that a crucial problem for attempts to moderate these increases remains the heterogeneity among top managers. Redistributive institutions can better target pay inequality among management than institutions that treat all managers or companies the same. To show this, we use a novel data set of executive pay across 17 OECD countries. We compare the effect of different institutional factors: corporate and personal income taxation, union bargaining power, and regulation (shareholder protection). We find that redistributive institutions such as personal income tax and union bargaining power seem to be more effective in addressing this heterogeneity in pay and in moderating remuneration in firms with very large market value than smaller firms.
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Bebchuk, Lucian Arye, and Jesse M. Fried. "Executive Compensation as an Agency Problem." Journal of Economic Perspectives 17, no. 3 (August 1, 2003): 71–92. http://dx.doi.org/10.1257/089533003769204362.
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This paper provides an overview of the main theoretical elements and empirical underpinnings of a “managerial power” approach to executive compensation. Under this approach, the design of executive compensation is viewed not only as an instrument for addressing the agency problem between managers and shareholders but also as part of the agency problem itself. Boards of publicly traded companies with dispersed ownership, we argue, cannot be expected to bargain at arm's length with managers. As a result, managers wield substantial influence over their own pay arrangements, and they have an interest in reducing the saliency of the amount of their pay and the extent to which that pay is decoupled from managers' performance. We show that the managerial power approach can explain many features of the executive compensation landscape, including ones that many researchers have long viewed as puzzling. Among other things, we discuss option plan design, stealth compensation, executive loans, payments to departing executives, retirement benefits, the use of compensation consultants, and the observed relationship between CEO power and pay. We also explain how managerial influence might lead to substantially inefficient arrangements that produce weak or even perverse incentives.
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Drosos, Dimitrios, Grigorios L. Kyriakopoulos, Stamatios Ntanos, and Androniki Parissi. "School Managers Perceptions towards Energy Efficiency and Renewable Energy Sources." International Journal of Renewable Energy Development 10, no. 3 (March 12, 2021): 573–84. http://dx.doi.org/10.14710/ijred.2021.36704.
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Global economic growth is accompanied by increased energy demand, thus conventional fuels such as coal, oil and gas, which are the primary energy sources, are gradually being depleted. At the same time, the combustion of conventional fuel for energy production causes serious adverse effects on the environment and contributes to climate change due to the emitted greenhouse gases. For the above reasons, most of the developed and developing countries especially during the last decades, have introduced various incentives for the greater penetration of renewable energy sources (RES) in all sectors of the economy. Concerning the building sector, several measures have been adopted, including the promotion of energy efficiency and energy saving. A significant proportion of the building stock are the school buildings where students and teachers spend a significant proportion of their daily time. Teachers' attitudes and views, especially the school unit managers concerning the use of RES in schools, are important in the effort to rationalize and control energy use. This study was conducted through a structured questionnaire applied to a sample of 510 school managers in Greece's primary and secondary education. The school unit managerial role for the case of Greek schools is performed by the school principal who has both administrative and educational duties. Statistical analysis included the application of Friedman's test and hypothesis test on questions concerning school manager environmental perceptions and energy-saving habits. According to the results, Greek school managers have a high degree of environmental sensitivity, since 97.6 % agreed or strongly agreed that the main concern should focus on energy saving. Furthermore, 71% of the respondent reported to have good knowledge on solar energy, followed by 64% on wind energy while only 34% are knowledgeable on biomass. Almost all the respondents (99%) agreed that it is important to provide more RES-orientated education through the taught curricula. Concerning energy saving behaviour, around 90% reported that they switch off the lights when leaving the classroom and they close the windows when the air-condition is operating. Hypothesis tests revealed a relationship between the school managers' ecological beliefs, the energy saving habits in the school environment, and the recognition of the importance of environmental education. Conclusions highlighted the need to intensify environmental education programs in the school environment concerning RES in schools. This will lead to a higher level of environmental awareness of both teachers and students and therefore to a more dynamic behaviour towards the effort to “greenify” the school environment.
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Sakondhavat, Chuanchom, Yuthapong Werawatanakul, Anthony Bennett, Chusri Kuchaisit, and Sugree Suntharapa. "Promoting condom-only brothels through solidarity and support for brothel managers." International Journal of STD & AIDS 8, no. 1 (January 1, 1997): 40–43. http://dx.doi.org/10.1258/0956462971918751.
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Brothel workers in Thailand are at high risk of HIV infection but they alone do not have adequate bargaining power to insist on condom use with all clients. Brothel managers, on the other hand, are a source of influence over both clients and their workers and can promote universal condom use in their establishments. To test whether brothel managers in Khon Kaen City would adopt and successfully implement a condom-only policy in their establishments, all 24 brothel managers in Khon Kaen City attended a meeting on the dangers of HIV and benefits of an all-condom policy. Ideas on how to implement the policy were discussed. Follow-up visits were made once a month to brothels to resupply condoms, provide reinforcement and to collect data. All brothel managers approved of the condom-only in principle and are now implementing the policy. Results of the evaluation of condom use and degree of solidarity in these 24 brothels are available for the AIDS prevention programme. However, a condom-only policy in brothels can only succeed if managers and brothel workers show solidarity in rejecting all noncondom using clients. Laws to promote condom use may not be needed if brothels are given the opportunity to implement a condom-only policy using their own resourcefulness and determination.
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Ristic, Marija Runic, Nikolina Ljepava, Tahir Masood Qureshi, and Asli Cazorla Milla. "A Cross-Cultural Comparison of Conflict Management Styles in Multinational Organisations: Empirical Evidence from Serbia." Journal of East European Management Studies 25, no. 3 (2020): 418–47. http://dx.doi.org/10.5771/0949-6181-2020-3-418.
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This study explores the conflict management styles of German and Serbian managers in multinational organisations in Serbia. Contrary to most previous cross-cultural studies on conflict management styles, we have analysed not only the impact of the dimensions of individualism vs. collectivism on conflict management styles, but the effect of power distance dimension also. Moreover, none of the previous studies have analysed the conflict of management styles of managers in Southeast Europe, let alone the influence of intercultural interactions in multinational organisations in that region. Our study is based on the survey of 205 German, and 214 Serbian, managers in German multinationals in Serbia. The findings reveal that German and Serbian managers use different conflict management styles and that the status of the conflict partners and gender affect managers’ conflict management styles.
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Duverger, Philippe, and Xiaoyin Wang. "Capturing Relative Importance of Customer Satisfaction Drivers Using Bayesian Dominance Hierarchy." Cornell Hospitality Quarterly 59, no. 1 (July 10, 2017): 39–48. http://dx.doi.org/10.1177/1938965517719268.
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Customer satisfaction (CS) research traditionally focuses on large data sets collected over long periods of time across several business units. Business unit managers or property managers have a different focus in that they need to address dissatisfaction issues on a monthly basis and on a property basis. In search for zero defects, they are often confined to small samples lacking power where they cannot draw the relative importance of each variable responsible for the making of the overall perceived quality in their customer base. We propose to use a Bayesian approach to estimate the relative importance of predictors in the presence of small samples. Based on 12 consecutive months of CS survey data collected in a hotel, we show how the hotel manager can easily prioritize his or her quality management action plan on a monthly basis. The results of our study complement the current CS research methods while managing limited resources.
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Cook, Jonathan, Mandia Adonisi, and Conrad Viedge. "Partners in learning: Redefining mentorship for a learning organization." South African Journal of Business Management 25, no. 3 (September 30, 1994): 110–17. http://dx.doi.org/10.4102/sajbm.v25i3.850.
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Mentorship programmes are popular for the development of black managers in South Africa. In the literature, controversy surrounds attempts to institutionalize mentorship. In this article it is argued that the concept of a learning partnership should replace that of mentorship, particularly in what are seen to be learning organizations. Many mentorship programmes are predicated on the belief that a warm and caring relationship is a prerequisite for effective development of protégés. Redefining the desired relationship as a learning partnership removes this demand on the relationship and places it squarely in the confines of a normal business affiliation in which the focus is mutual learning. Essential to the process of black advancement is empowerment. There are a number of dimensions to empowerment. In this article three key dimensions are discussed in relation to the development of black managers, namely objective power, subjective power and empowerment in competence. Based on insights gained in the initial phases of a mentorship programme implemented in a leading information technology company, a number of principles are offered for implementing learning partnerships in a learning organization. These revolve around the need to use a new paradigm to interpret the learning experiences that constitute a developmental relationship between a young and promising employee and a more experienced and knowledgeable manager.
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Belaya, Vera, and Jon Henrich Hanf. "Managing Russian agri-food supply chain networks with power." Journal on Chain and Network Science 12, no. 3 (January 1, 2012): 215–30. http://dx.doi.org/10.3920/jcns2012.x217.
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The importance of power is underlined by many scientists who view it as a key behavioural construct. Power distinguishes itself as an effective tool in coordinating and promoting harmonious relationships, solving conflicts, and enhancing performance. An important challenge is to find out what role power plays in managing supply chain networks, paying specific attention to its effects on coordination and cooperation. The aim of our work is to investigate the role of power in supply chain networks in order to work out a strategy that enables supply chain managers to select an effective mix of power mechanisms. We critically examine the existing literature and elaborate on the role of power in supply chain relationships. We work out and test a theoretical model of the effects of power on cooperation and coordination and discuss possible managerial implications of using power as an effective tool for promoting supply chain management. To verify our research hypotheses we conducted semi-structured in-depth expert interviews via telephone about relationships of international food processing companies with their suppliers in Russia and tested the model using the Partial Least Squares (PLS) approach. Depending on the origin of power, it may have different effects on cooperation and coordination. Based on the results of the survey we worked out a special ranking system for the use of power depending on its expected effect on coordination and cooperation. Expert power has the highest ranking among the other types of power for improving coordination. Therefore, we recommend using this strategy as a first priority for improving coordination. The data in our PLS analysis represent only a single perspective in the dyad: food processing companies. Gathering data from other companies' perspectives, such as retailers or agricultural producers, could have produced different (presumably more realistic or complete) findings. Our study offers recommendations for managers about the use of different types of power in managing the Russian agri-food supply chains, with specific attention paid to coordination and cooperation issues. In order to manage supply chain networks successfully, knowledge of different types of power is essential. The developed ranking of different types of power according to their effects on coordination and cooperation is designed to help managers make the right decisions in choosing the appropriate type of power for coordination purposes.
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Hatmoko, Jati Utomo Dwi, Dita Mentari Putri, and Ferry Hermawan. "Stakeholder Power-Interest Analysis of disaster insurance for public infrastructure in Semarang City." MEDIA KOMUNIKASI TEKNIK SIPIL 26, no. 2 (February 2, 2021): 220–28. http://dx.doi.org/10.14710/mkts.v26i2.32086.
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The use of disaster insurance for public infrastructure is still uncommon in Indonesia, including in Semarang. The success of the adoption of disaster insurance for public infrastructure is inevitably dependent on the acceptance of stakeholders. The aim of this study is to analyse the power and interest of stakeholders towards the use of disaster insurance for public infrastructure in Semarang. Data was collected via interviews and focussed group discussions with stakeholders of Semarang government officials, asset managers, users, etc. The power-interest grid of stakeholders divides the stakeholders based on their levels of power and interests, resulting in four categories, i.e. players, subjects, crowds, and context setters. This research identified the players are the Mayor, Regional Disaster Management Authority, and Regional Financial and Asset Management Authority (5.5%); the subjects category includes The Public Works Department of Human Settlements and Highways, Public Works Department, Trade Department, majority Public Health Center (40.7%); the crowds are Education Department and majority public schools (53.7%); and no context setters (0%). This study found that low trust in the insurer is a major factor causing a lack of interest in the use of insurance. The results of this study are valuable to understand the stakeholder map of Semarang city based on power and interest aspects, and serve as a basis for developing disaster insurance adoption strategies for public infrastructure.
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Srivastava, Samir K., Atanu Chaudhuri, and Rajiv K. Srivastava. "Propagation of risks and their impact on performance in fresh food retail." International Journal of Logistics Management 26, no. 3 (November 9, 2015): 568–602. http://dx.doi.org/10.1108/ijlm-02-2014-0032.
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Purpose – The purpose of this paper is to carry out structural analysis of potential supply chain risks and performance measures in fresh food retail by applying interpretive structural modeling (ISM). Design/methodology/approach – Inputs were taken from industry experts in identifying and understanding interdependencies among food retail supply chain risks on different levels (sourcing and logistics outside the retail stores; storage and customer interface at the stores). Interdependencies among risks and their impact on performance measures are structured into a hierarchy in order to derive subsystems of interdependent elements to derive useful insights for theory and practice. Findings – Using the ISM approach the risks and performance measures were clustered according to their driving power and dependence power. Change in/inadequate government regulations’ are at the bottom level of the hierarchy implying highest driving power and require higher attention and focussed mitigation strategies. Risks like lack of traceability, transport delays/breakdowns and temperature abuse, cross-contamination in transport and storage have medium driver and dependence powers. Research limitations/implications – The approach is focussed on food retail supply chains in the Indian context and thereby limits the ability to generalize the findings. The academics and experts were selected on convenience and availability. Practical implications – It gives managers a better understanding of the risks and performance measures that have most influence on others (driving performance measures) and those measures which are most influenced by others (dependent performance measures) in fresh food retail and also a tool to prioritize them. This kind of information is strategic for managers who can use it to identify which performance measures they should concentrate on managing the trade-offs between measures. The findings and the applicability for practical use have been validated by both experts and practicing managers in food retail supply chains. Originality/value – The work is perhaps the first to link supply chain risks with performance and explains the propagation of risks in food retail supply chains. It contributes to theory by addressing a few research gaps and provides relevant managerial insights for practitioners.
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Wu, Mengyun, Martha Coleman, and Jonas Bawuah. "The Predictive Power of K-Nearest Neighbor (KNN): The Effect of Corporate Governance Mechanisms on Earnings Management." SAGE Open 10, no. 3 (July 2020): 215824402094953. http://dx.doi.org/10.1177/2158244020949537.
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This study investigates the long-run effect of corporate governance mechanisms on earnings management of listed companies in Nigeria and Ghana. The study uses Ant Colony Optimization (ACO) and K-Nearest Neighbor (KNN) in establishing a long-run effect of good corporate mechanisms in reducing earnings management practice by corporate managers. ACO selected four major corporate governance mechanisms: Board Procedure Index, Board Disclosure Index, Ownership Structure Index, and Shareholders’ Rights Index; these were the key corporate governance mechanisms that influence the reduction in earnings management activities. KNN produced a strong significant longitudinal effect of implementing good corporate governance mechanisms in decreasing the manipulating behavior of managers. Quality corporate governance mechanisms’ implementation reduces the opportunistic behavior of corporate managers in manipulating earnings. Therefore, the study alert policymakers the urgency in setting up appropriate policies to enhance the reduction in earnings management practices to provide accurate financial information for stakeholders’ financial decision-making. The use of ACO and KNN in the study is a great novelty, which presents a calibration and prediction of the impact of corporate governance mechanisms on earnings management showing the rate of reduction.
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Sheng, Hong. "A Theory of Partial Property Rights and the Illusion of State-Owned Enterprises." Man and the Economy 8, no. 1 (June 1, 2021): 21–45. http://dx.doi.org/10.1515/me-2021-0006.
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Abstract China’s State-Owned Enterprises (SOEs) enjoy many special benefits. They do not turn over profits and rents to the state, they pay much less interests than other enterprises in their use of capital, they enjoy monopolistic power in the marketplace, incomes of SOE employees, including managers, are free of policy restrictions. Because these substantial interests are not transferrable to individuals, competition exists for them. Compared with executives of private enterprise, senior managers of SOEs are 94 times more likely of being convicted of a crime. High benefits enjoyed by senior managers of SOEs come with a great risk. Once the illusion of SOEs is punctured, SOE leaders with higher education and long-term visions may become the driving force of SOE reform.
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Huber, Guy, and Andrew D. Brown. "Identity Work, Humour and Disciplinary Power." Organization Studies 38, no. 8 (December 29, 2016): 1107–26. http://dx.doi.org/10.1177/0170840616677632.
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How are people’s identities disciplined by their talk about humour? Based on an ethnographic study of a New York food co-operative, we show how members’ talk about appropriate and inappropriate uses of humour disciplined their identity work. The principal contribution we make is twofold. First, we show that in their talk about humour people engaged in three types of identity work: homogenizing, differentiating and personalizing. These were associated with five practices of talk which constructed co-op members as strong organizational identifiers, respectful towards others, flexible rule followers, not ‘too’ serious or self-righteous, and as autonomous individuals. Second, we analyse how this identity work (re)produced norms regulating the use of humour to fabricate conformist selves. Control, we argue, is not simply a matter of managers or other elites seeking to tighten the iron cage through corporate colonization to manufacture consent; rather, all organizational members are complicit in defining discourses, subject positions and appropriate conduct through discursive processes that are distributed and self-regulatory.
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Barnes, Louis B., and Simon A. Hershon. "Transferring Power in the Family Business." Family Business Review 7, no. 4 (December 1994): 377–92. http://dx.doi.org/10.1111/j.1741-6248.1994.00377.x.
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Should a family business stay in the family? The question is really academic, since families appear to be in business to stay. But, when the management moves from one generation to the next, the transition is often far from orderly. In addition, as the company develops, there is a need for a management style that goes beyond survival thinking, and entrepreneurs tend not to be reorganizes. In fact, while a sometimes bitter power struggle is peaking, the fortunes of the company may be sliding downhill. In other cases, power struggles are part of a healthy transition. According to these authors, family and company transitions will be more productive when they are simultaneous. The eternal problem involves the older generation's making use of the flexibility and new ideas of the succeeding generation. Third party involvement may help to prevent irreparable family rifts and company stagnation. Dialogues between all the parties–family managers, relatives, employees, and outsiders–can also help.
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Castello, Jordi, Rudi De Castro, and Frederic Marimon. "Use of quality tools and techniques and their integration into ISO 9001." International Journal of Quality & Reliability Management 37, no. 1 (August 13, 2019): 68–89. http://dx.doi.org/10.1108/ijqrm-07-2018-0171.
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Purpose The purpose of this paper is to focus on the use of quality management tools and techniques and their integration into the ISO 9001:2008 standard in a wind power (WP) sector supply chain (SC). Design/methodology/approach The research project was carried out in 119 WP sector SC companies (i.e. component suppliers, wind turbine assemblers and wind farm operation and maintenance services) using the questionnaire method. The companies selected employ quality management systems (QMSs) which conform to the ISO 9001:2008 standard. Findings The survey findings reveal that the degree to which quality tools and techniques are used in the WP companies can be characterised as “high”. The results show that internal audits, flowchart diagrams and cost of poor quality are the most-commonly applied tools and techniques, although they also indicate some areas for further improvement, for instance, when using advanced and complex quality techniques such as design of experiments, quality function deployment or business process management. In addition to this, the findings reveal that ISO 9001:2008 establishes a favourable environment for the use of quality tools and techniques. Research limitations/implications The study was based on the perceptions of quality managers, quality engineers and company managers (subjective data) and did not examine the reasons for either not implementing and/or the difficulties encountered while implementing quality tools and techniques. Practical implications The specific findings indicate that employing quality tools and techniques is useful for managers, not only when implementing a QMS, but also when suggesting recommendations for improvement. Originality/value A change of developing a framework integrating the main QT&T procedures into the main ISO 9001 processes.
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Sanchez, Jose Paulo de Angelo, and Julio Cesar Donadone. "Organizational elites and the discourse of flexibility: Will be the consultants in the future managers?" Corporate Ownership and Control 14, no. 3 (2017): 34–44. http://dx.doi.org/10.22495/cocv14i3art4.
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The purpose of this article is to investigate how the discourse of flexibility could be used instrumentally by organizational elites in their disputes for power within the firms and how this phenomenon can affect some aspects of organizational behavior. The careers of business consultants who worked in a consulting firm operating in Brazil have been searched. Resumes of 239 individuals were analysed and the empirical evidence found allowed to advance in the understanding of the issue under study. The data obtained were analysed from the perspective of institutional logic and power structures established by organizational elites. The results showed that the passage by a renowned consulting firm represents a very effective shortcut to executive positions in organizations of various sectors of activity, especially when associated with a MBA for some prominent international business school, highlighting the use and alignment of the discourse of the interests of the elites to legitimize their organizational claims to rise to positions of power in organizations without having to go through the time-consuming path required for the assimilation of specific knowledge of each type of activity or business.
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Sen, Joya, and J. P. Das. "Roles of Managers as Perceived by Business Students." Psychological Reports 66, no. 2 (April 1990): 391–400. http://dx.doi.org/10.2466/pr0.1990.66.2.391.
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Perception of the roles of managers by 77 business students in a Canadian university was studied by using Mintzberg's 10 roles. The 10 roles were put in a questionnaire and administered to the students to determine whether (1) three different kinds of managers, production, staffing and sales, will be ascribed different weights to the roles and (2) if the roles would be perceived to form the three categories, interpersonal, informational, and decisional, as suggested by Mintzberg. A minor objective was to examine whether students with business experience would perceive the roles differently than those who do not have the experience. The results show that (1) the role-questions in sentence form had high reliability as a self-report measure, (2) three roles for the three kinds of managers were shared in common, while on seven other roles the managers were perceived to be different (using χ2 and multivariate analysis of variance), (c) Mintzberg's division of the roles into three classes could not be confirmed (using exploratory and confirmatory factor analyses), and (4) the students with and without management experience did not seem to differ in their role perception. The results were discussed in terms of the use of the questionnaire for further studies which should focus on psychological aspects such as intellectual competencies of managers as well as nonintellectual ones such as sense of power and self-confidence.
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Ekeh, J. C., S. T. Wara, and H. E. Orovwode. "Management of Existing Capacity of Electric Power with Energy Saving Devices." Advanced Materials Research 18-19 (June 2007): 117–24. http://dx.doi.org/10.4028/www.scientific.net/amr.18-19.117.
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The strategy of management of the existing capacity by proper illumination design and the use of energy saving devices in the residential sector is reported. Improper installation design and the use of all sorts of devices at homes has led to a lot of electrical energy wastages resulting in the need to increase the generation capacity. The study revealed that annual energy of 551.88kWh could be saved for a three – bedroom flat when energy saving fluorescent lamps were used. The corresponding naira savings was 2,207.52 per annum. In addition, the sizes of cable, fuses/circuit breakers required are reduced and hence reduction in the cost of installation. The paper advocates the need for proper design and installation of energy saving devices in homes. The paper will be of relevance to lighting installation designers, power systems engineers, power utility managers, and the general public.
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Chen, Yinfei, and Injazz J. Chen. "Mediated power and sustainable supplier management (SSM)." International Journal of Physical Distribution & Logistics Management 49, no. 8 (October 16, 2019): 861–78. http://dx.doi.org/10.1108/ijpdlm-12-2018-0393.
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Purpose As focal buyers implement sustainable supplier management (SSM) to advance their supply chain sustainability, the purpose of this paper is to provide a more nuanced understanding of how buyers’ use of power may incite varying perceptions of justice from suppliers that affect sustainable supplier performance (SSP). Design/methodology/approach This paper draws on multidisciplinary literature and collects empirical data from 181 supplying firms in China to examine the complex links among power use, justice, SSM, and sustainable performance using partial least squares structural equation modeling. Findings Both coercive and reward buyer power can facilitate SSM implementation and justice perception moderates the impact of SSM on SSP. Furthermore, coercive power adversely influences justice evaluation, thereby attenuating the effect of SSM on performance. Research limitations/implications This study complements and extends sustainable supply chain management research by evaluating SSM: on environmental, social and economic performance; from the perspectives of suppliers; and in an emerging market where many suppliers of Western firms are located. It also adds to behavioral SCM research by examining how buyers’ exercise of power might influence suppliers’ justice perception. Practical implications To implement SSM, focal buyers cannot simply issue codes of conduct to suppliers and ignore suppliers’ disposition to commit to standards. While coercive power might be convenient and tempting for buying firms, managers ought to be judicious in the use of coercion. Originality/value This is the first large-scale empirical investigation on the links among power use, justice, SSM and sustainable performance from the perspectives of suppliers in an emerging economy.
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DiBenigno, Julia. "Rapid Relationality: How Peripheral Experts Build a Foundation for Influence with Line Managers." Administrative Science Quarterly 65, no. 1 (January 22, 2019): 20–60. http://dx.doi.org/10.1177/0001839219827006.
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This paper develops grounded theory to understand how and when experts in lower-power peripheral roles can develop influential relationships with higher-power line managers in core functions to regularly elicit their cooperation. I use data from an ethnographic study of experts in peripheral roles—mental health professionals hired by the U.S. Army to provide rehabilitative services to active-duty soldiers suffering from conditions such as post-traumatic stress disorder (PTSD)—and the line managers in core functions they depended on for their soldier-care recommendations to be followed—their soldiers’ direct commanders. I analyze relational histories of 56 commander–provider dyads and detail a three-phase process model I refer to as “rapid relationality.” Through the process of rapid relationality, mental health professionals capitalized on short windows of opportunity to quickly develop influential relationships with commanders, despite lacking formal authority over them, before a series of minor conflicts or a major conflict threatened their burgeoning influence. My analysis suggests it is not only what peripheral experts do that allows them to elicit cooperation from line managers but also when and how quickly they do it that matters. Speed and taking early action are important because experts cannot predict when conflict will occur and hence may have short initial windows of opportunity for establishing an influential relationship. I further find that some experts have fewer tactics available to them or must use more time-consuming and energy-intensive tactics than others to achieve the same relational influence based on their personal characteristics (e.g., gender). As a result, it may be harder for some experts to achieve relational influence before their window of opportunity closes.
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Hua, Nan, Stephen Hight, Wei Wei, Ahmet Bulent Ozturk, Xinyuan (Roy) Zhao, Khaldoon Nusair, and Agnes DeFranco. "The power of e-commerce." International Journal of Contemporary Hospitality Management 31, no. 4 (April 8, 2019): 1906–23. http://dx.doi.org/10.1108/ijchm-02-2018-0168.
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Purpose This paper aims to offer empirical insights on how investing in e-commerce capabilities affects the relationship between loyalty programs and hotel operating performance so as to aid in identifying proper resource allocation strategies. Design/methodology/approach This study extended the model in Hua et al. (2015) by testing the interaction of e-commerce and loyalty programs. Findings The findings illustrate that proper allocation of company financial resources to e-commerce initiatives can help improve the impact of loyalty programs on hotel operating performance. Practical implications The results of this study illustrate that hotel performance can be improved by the synergy between loyalty program and e-commerce initiatives. Thus, hotel managers and owners can use results from this study to improve the efficiency of their asset allocation strategies, with five practical implications offered. Originality/value Theoretically, this study adapted and extended an integrative model of hotel operating performance (Hua et al., 2015) by identifying critical factors that elucidate the variance in firm performance. In addition, the moderating role of e-commerce provides a new conceptualization of information technology. Practically, this study makes several important contributions as well.
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Dapiran, G. Peter, and Sandra Hogarth‐Scott. "Are co‐operation and trust being confused with power? An analysis of food retailing in Australia and the UK." International Journal of Retail & Distribution Management 31, no. 5 (May 1, 2003): 256–67. http://dx.doi.org/10.1108/09590550310472424.
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Category management has been promoted as a mechanism to achieve closer working relations between suppliers and retailers. The premise has been that category management should result in a reduced reliance on the use of power as an element of the relationship and increased levels of cooperation. However, power is an element of any relationship and exists even when not activated. Further, the premise rests on the notion that cooperation is a polar opposite of power. This research confirms that food industry managers perceive the use of power in solely negative terms. Power can be defined operationally as the ability of one channel member to influence the marketing decisions of another channel member and hence must be related to cooperation. This paper reviews the nature of dependence, power and cooperation and explores the role of these constructs in the practice of category management. The results of continuing research in the area of category management relationships are reported.
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Shepherd, Elizabeth, Anna Sexton, Oliver Duke-Williams, and Alexandra Eveleigh. "Risk identification and management for the research use of government administrative data." Records Management Journal 30, no. 1 (September 20, 2019): 101–23. http://dx.doi.org/10.1108/rmj-03-2019-0016.
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Purpose Government administrative data have enormous potential for public and individual benefit through improved educational and health services to citizens, medical research, environmental and climate interventions and better use of scarce energy resources. The purpose of this study (part of the Administrative Data Research Centre in England, ADRC-E) was to examine perspectives about the sharing, linking and re-use (secondary use) of government administrative data. This study seeks to establish an analytical understanding of risk with regard to administrative data. Design/methodology/approach This qualitative study focused on the secondary use of government administrative data by academic researchers. Data collection was through 44 semi-structured interviews plus one focus group, and was supported by documentary analysis and a literature review. The study draws on the views of expert data researchers, data providers, regulatory bodies, research funders, lobby groups, information practitioners and data subjects. Findings This study discusses the identification and management of risk in the use of government administrative data and presents a risk framework. Practical implications This study will have resonance with records managers, risk managers, data specialists, information policy and compliance managers, citizens groups that engage with data, as well as all those responsible for the creation and management of government administrative data. Originality/value First, this study identifies and categorizes the risks arising from the research use of government administrative data, based on policy, practice and experience of those involved. Second, it identifies mitigating risk management activities, linked to five key stakeholder communities, and it discusses the locus of responsibility for risk management actions. The conclusion presents the elements of a new risk framework to inform future actions by the government data community and enable researchers to exploit the power of administrative data for public good.
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Garboden, Philip ME, and Eva Rosen. "Serial Filing: How Landlords use the Threat of Eviction." City & Community 18, no. 2 (June 2019): 638–61. http://dx.doi.org/10.1111/cico.12387.
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While recent research has illustrated the frequency and deleterious consequences of eviction, the number of executed evictions pales in comparison to the number of poor families threatened with eviction. This paper uses interviews with 127 randomly sampled landlords and property managers in Baltimore, Dallas, and Cleveland to examine their strategies related to eviction, with a focus on the extended process of evicting rather than the discrete instance of eviction. We find that landlords generally try to avoid costly evictions, instead relying on the serial threat of eviction. By redefining renters as debtors, filing assists in rent collection by leveraging the state to materially and symbolically support the landlord's debt collection. At the same time, housing tenants in small amounts of arrearage aggravates the power imbalance within the landlord–tenant relationship. It gives landlords the legal pretext to remove a tenant for any reason and prevents tenants from exercising their legal rights regarding code enforcement. These findings emphasize the importance of examining the precarious and power–laden relationship of landlords and tenants while they are still in residence. Poor families live under constant threat of eviction, facing housing insecurity, fees, and legal sanction, with negative impacts for their sense of home and community.