Differences In Management Styles Research Articles

CEO personal experiences and innovation conservatism: Evidence from China

AbstractResearch question/issueThis paper studies the relationship between chief executive officers' (CEOs) personal experiences and corporate innovation in China.Research findings/insightsWe find that CEOs' famine and military experiences adversely impact firm innovation outcomes. In particular, our channel tests show that CEOs with famine experience adversely affect firm innovation by reducing both R&D expenditures and innovation efficiency, whereas CEOs with military experience hinder innovation mainly by reducing research staff.Theoretical/academic implicationsOur results imply that innovation conservatism in some firms may be partly explained by individual CEO's early‐life personal experiences. Our study thus has broader implications for the differences in management style across corporate executives who go through different experiences.Practitioner/policy implicationsOur findings provide important insights for policy makers, suggesting that they should consider CEOs' early‐life exposure to different experiences as important “soft information” when evaluating firms' innovation potential for government subsidies.

Retrospective investigation of the 2019 African swine fever epidemic within smallholder pig farms in Oudomxay province, Lao PDR.

The 2019 African swine fever (ASF) outbreak in the Lao People's Democratic Republic (Lao PDR or Laos) represented a major epidemiologic event where a transitioning lower-middle income nation (LMIC) experienced a viral epidemic in a naïve pig population. The diversity of pig management styles creates challenges for local and regional policymakers when formulating recommendations to control an ASF outbreak. The aim of this study were to investigate the management of pigs in villages of Oudomxay province that were affected by ASF in 2019, as a case study in a smallholder pig-rasing system in northern Laos. The frequencies of well known risk factors were measured in the affected villages and the timelines and household level stock losses due to the outbreak were investigated. These findings were compared to data available from a similar outbreak in the southern province of Savannakhet. Disease control implications of these findings are discussed. Mean losses were 3.0-23.3 pigs per household, with a mean lost herd value of USD 349, 95% CI (294-415). These pig losses reflect those estimated in Savannakhet (6.7 pigs per household). However, the financial loss estimated per household was higher, USD 349 versus USD 215, possibly due to higher pig values and a higher input/output management approach in Oudomxay. The investigation revealed the presence of numerous ASF risk factors, such as swill-feeding and free-ranging. In addition, poor biosecurity practices - such as inappropriate garbage disposal and slaughtering - that could contaminate the environment were present. ASF cases occurred across all villages between June and December 2019, with outbreak periods ranging from 22-103 days. These values are consistent with the outbreak in Savannakhet; however, notable differences in management styles were observed. These findings demonstrate the need for more disease control resources from the village to the Governmental level. Villages need support in enacting context appropriate biosecurity measures, whilst the ongoing surveillance and investigation of ASF require investment in logistical and veterinary resources at the Governmental level.

No debt no performance? CEO gender matters

We examine the effect of CEO gender on the relation between having no debt and firm performance on a sample of Italian firms. No debt is associated with higher performance for male-led firms but with lower performance for female-led firms. • Does CEO gender influence the relation between having no debt and firm performance? • We perform regressions at the firm-level on a large dataset of 54,000 firms. • No debt is associated with higher performance for male-led firms. • But no debt is associated with lower performance for female-led firms. • We explain these results by stereotypes and gender differences in management style.

Effective management in the context of the COVID-19 pandemic: gender aspects

The article attempts to clarify gender differences in management styles and their impact on the management effectiveness in the context of COVID-19 pandemic. Due to all uncertainty concerning the pandemic period duration, the scale of the consequences, and possible new threats that could lead to crisis situations, this issue is of great scientific interest, as leaders who are able to ensure effective crisis management are of particular importance nowadays. A comparison of coronavirus statistics based on four women-led states and four men-led states with about the same population upon 18 months after the pandemic start shows that morbidity and mortality rates are generally lower in countries with women leaders. Moreover, while the introduction of lockdown and other emergency measures to curb the virus spread may lead to a slowdown in economic development and GDP declines, it can be seen that women-led governments have managed to avoid a predicted decline in GDP. Some countries have even shown positive economic growth during the pandemic. The results of our study showed the high effectiveness of women leaders in the context of the COVID-19 crisis. Based on the analysis of management activity results during the pandemic as well as scientific research on gender differences in management styles, we have identified the following gender features that stipulate the effectiveness of crisis management: women's ability to carry out more active and coherent political measures in the context of emergency well combined with the ability to avoid health and safety risks; ability to consider expert advice and the needs of the population; the manifestation of greater social concern by increased funding of health care, social protection and education; ability to clearly, decisively and empathically communicate with different age and social groups. In addition, women are less prone to corruption and bribery, they tend to team- management and forward-thinking. In our opinion, the high potential of women to apply transformational and androgynous leadership styles, which proved to be the most effective in the pandemic, have played a crucial role in the effectiveness of management during the COVID-19 crisis.

Management Practices of SMEs Owners in Emerging Economies: A Gender Comparative Study

The literature on management practices indicates that the company’s performance depends largely on the skills of its leader, when the intuition of the latter is based on the instruments and rational management methods. The aim of this study is to analyse the relationship between the gender and management practices in terms of current operations (Production, marketing, finance, …), identify the characteristics of the owner-manager of SMEs (male and female specific), and detect the points of divergence and convergence between women's and men's management. To do so, we conducted a theoretical analysis of the main concepts and indicators that allowed us to develop a research model. The analysis of the answers was based on a survey adressed to a sample of owner-managers. Our findings confirm that the personal characteristics of the owner-manager influence the management practices. The results of the comparison between the Moroccan ruling woman and man, show that there are no real differences in management style, but rather some shared values between them. This paper provides a theorical contribution on the link between the profile of owner-managers and management practices including the gender parameter. In terms of pratical contribution, it contribute to understand behavior of Moroccan SMEs owners and to show the importance of this two dimensions, the profil of owner managers and gender approach, it can be also considered as a recent study of the typical profile of owner-managers in an emerging country such as Morocco. We try, through this work, to contribute to this field of research which remains very fertile.

Utilizing the fecal microbiota to understand foal gut transitions from birth to weaning.

A healthy gastrointestinal (GI) tract with a properly established microbiota is necessary for a foal to develop into a healthy weanling. A foal’s health can be critically impacted by aberrations in the microbiome such as with diarrhea which can cause great morbidity and mortality in foals. In this study, we hypothesized that gut establishment in the foal transitioning from a diet of milk to a diet of grain, forage, and pasture would be detectable through analyses of the fecal microbiotas. Fecal samples from 37 sets of foals and mares were collected at multiple time points ranging from birth to weaning. Bacterial DNA was isolated from the samples, and the V4 domain of bacterial 16S rRNA genes were amplified via polymerase chain reaction. Next generation sequencing was then performed on the resulting amplicons, and analyses were performed to characterize the microbiome as well as the relative abundance of microbiota present. We found that bacterial population compositions followed a pattern throughout the early life of the foal in an age-dependent manner. As foals transitioned from milk consumption to a forage and grain diet, there were recognizable changes in fecal microbial compositions from initial populations predominant in the ability to metabolize milk to populations capable of utilizing fibrous plant material. We were also able to recognize differences in microbial populations amongst diarrheic foals as well as microbial population differences associated with differences in management styles between facilities. Future efforts will gauge the effects of lesser abundant bacterial populations that could also be essential to GI health, as well as to determine how associations between microbial population profiles and animal management practices can be used to inform strategies for improving upon the health and growth of horses overall.

Differences in management styles, levels of profitability, and performance across generations, and the development of the Family Business Success Model

PurposeThe purpose of this paper is to, first, investigate the differences between generations in family businesses and, second, develop and verify the Family Business Success Model ability to improve the probability of business success measured by perceived profits, growth and meeting the owners’ expectations.Design/methodology/approachData were collected through questionnaires and personal interviews. Overall, 98 usable questionnaires were collected for statistical analysis with a response rate of 82 percent.FindingsOne-way ANOVA hypotheses testing of the variables found four significant differences between generations. Regression analysis found the Family Business Success Model to be significant. Family business owners can improve the probability of success by utilizing a team-management decision-making approach, effectively handling conflict effectively, formulating specific succession plans, developing strategic plans, using sophisticated financial management methods, dealing effectively with the founder’s influence and if they seek to grow, they should consider going public.Practical implicationsThis study provides family business owners, managers, educators and public policy makers with the means to help family businesses survive and grow effectively throughout generations by using the Family Business Success Model. In addition, this study can help consultants and advisors of family businesses to understand the differences between the first, second and third generation family businesses from a holistic perspective and help them implement the family business model.Originality/valueThis study contributes to the literature as one of the few studies in the Lebanese emerging market that examines how the first, second and third generations of family businesses differ. More importantly, it develops a Family Business Success Model that improves the probability of success.

Are Women better Leaders than Men? Gender Differences in Management Styles

Management is the set of management or administrative techniques that can direct, guide, coordinate and control resources (human and material), performance within an organization to achieve one or more objective (s). Better, others think that it is the action, the art or the way of leading an organization, to direct it, to plan its development and to control it. That could lead to the concern that humankind and his half are manipulating differently? To answer this problem, we will first of all study the qualities of a good manager, considered as the repository. Then, we will analyze the different management styles used by men and women as well as their impact on group cohesion.

Effect of Organizational Cultural Differences and Mutual Trust on Contract Management of Nonequity Construction Project Alliances

This study aims to examine the impact of organizational cultural difference and mutual trust on the contract management of nonequity project alliances in the construction industry. A questionnaire survey was conducted to collect the quantitative data for this study. The relationships between the variables were analyzed using hierarchical regression analysis. It was found that the contractual complexity of nonequity project alliances was impacted by the differences in management style, differences in organizational responsiveness, mutual goodwill trust, and mutual competence trust. It was also found that the relationship between differences in organizational responsiveness and contractual complexity was moderated by mutual goodwill trust. The research may provide theoretical basis for the management when making decisions on the selection of project alliance partners and contracts. The findings imply that when the firms seek to form project alliances, they need to recognize the level of organizational cultural differences and then determine the proper contractual complexity of the project alliance. In addition, the establishment of mutual goodwill trust between alliance partners will not only reduce the costs of making contracts but also the costs of implementing the contracts.

Treatment of metastatic breast cancer with 𝑛𝑎𝑏-paclitaxel in the community practice setting: a US Oncology survey.

Different dosages-schedules of nab-paclitaxel have been assessed in trials of metastatic breast cancer (MBC). However, there is limited information on nab-paclitaxel dosing-scheduling in the community setting. To report on experience with nab-paclitaxel for human epidermal growth factor receptor 2 (HER2)-negative MBC and identify patient characteristics affecting nab-paclitaxel treatment patterns in the community practice setting. From September 6-October 21, 2013, a 35-question, web-based survey on nab-paclitaxel dosing, toxicities leading to dose modifications, management, and treatment duration was sent to US Oncology network oncologists. Respondents were categorized by percentage of their patients with HER2-negative MBC who received nab-paclitaxel. 104 of 428 oncologists responded; 84% were from large practices (≥16 oncologists), and 56% had a high level of experience using nab-paclitaxel. For first- and second-line treatment, 100 mg/m² weekly was the most common starting dosage-schedule, followed by 125 mg/m² weekly and 260 mg/m² every 3 weeks (q3w); 150 mg/m² weekly was used least frequently. Several factors, including select aggressive disease characteristics, were found to affect nab-paclitaxel dose selection. Weekly dosing was preferred in patients with select aggressive disease characteristics, whereas q3w dosing was commonly used in patients aged ≤50 years and those with good performance status. Differences in management styles among oncologists with high compared with infrequent nab-paclitaxel experience were also observed. Peripheral neuropathy and neutropenia were common dose-limiting toxicities. Recall and response bias may be limitations of this study. In the community setting, nab-paclitaxel 100 mg/m² weekly was the most commonly used starting dose for patients with HER2-negative MBC, including those with aggressive disease characteristics.

Management control in public sector Joint Ventures

Cooperation among public sector organizations (PSOs) is increasingly important in the management of resources in welfare systems. A Joint Venture (JV) is an organization form that enables PSOs to cooperate with each other in order to achieve economies of scale. However, JVs contain interrelated horizontal and vertical control relationships (between the owners and between the owners and the JV Company) that complicate their control. The first aim of this paper is to map the dynamics in vertical and horizontal control packages in municipal JVs and to describe the relational factors that affect them. Based on three case studies we conclude that vertical control packages are affected by: goodwill trust and competence trust; parent differences in management style and size in combination with control competence; parent diversification (low relatedness between the JV's activity and the parents’ other activities); and the horizontal control package (e.g., rules for parent interaction and distribution of work). Horizontal control packages are affected by: goodwill trust, system trust and calculative trust; parent differences in size; and efforts to achieve equality. The second aim of the paper is to contribute to the discussion on the relationship between trust and control. We observed that trust is potentially unaffected by the introduction of formal controls. We also found that trust has an inverted “crowding out” effect on control. A high ambition to maintain trust leads to underdeveloped formal controls. In addition, we found that the ambition to preserve trust may inhibit the realisation of economies of scale.

Analysis of mutual funds’ management styles: a modeling, ranking and visualizing approach

A method to rank mutual funds according to their investment style measured with respect to the returns of a reference portfolio (benchmark) is introduced. It is based on a style analysis model estimating a mutual fund portfolio composition as well as the benchmark one. Starting from such compositions, it computes a proximity measure based on the L 1 or L 2 norm to assess the similarity between each mutual fund portfolio returns and the benchmark returns as well as between the returns of each benchmark constituent and that of the corresponding mutual fund constituent. To this purpose the mean integrated absolute error and the mean integrated squared error are computed to derive both a global ranking of mutual fund management styles and partial rankings expressing the over- (under-) weighting of each portfolio constituent. A visual inspection of the results emphasizing main differences in management styles is provided, using a parallel coordinates plot. Since a modeling, a ranking and a visualizing approach are integrated, the method is named MoRaViA. From the practitioners’ point of view, it allows the identification of a specific management style for each mutual fund, discriminating active management funds from passive management ones. To evaluate the effectiveness of MoRaViA, many sets of artificial portfolios are generated and an application on a set of equity funds operating in the European market is presented.

Culture-Based Values and Management Style of Marketing Decision Makers in Six Western Pacific Rim Countries

ABSTRACT The objective of this paper is to examine the relationship between management style and cultural values of decision makers in six Western Pacific Rim countries. Surveys were conducted with marketing managers in the six study countries using data collection techniques appropriate to the country, including mail and personal interview. Obtained sample sizes ranged from 67 to 216; samples were either judgment or convenience samples. Values were measured by Hofstede's (1980, 2001) original four dimensions. Results show that substantive differences in management style exist between managers from different countries and that cultural values have some explanatory power. Although statistically significant relationships between management style and cultural values were found, substantive significance was low. The research has implications for strategic alliance formation and for formation of cross-cultural management teams, as it is linking styles of decision making to cultural values of decision makers.

The Impact of Error-Management Climate, Error Type and Error Originator on Auditors’ Reporting Errors Discovered on Audit Work Papers

Audit standard setters and regulators are increasingly focused on the management context within the audit firm that conducts the audit for that context’s effects on audit quality. We examine a key, but little understood facet of organizational life in audit firms, namely how audit staff who discover and report errors in audit files are routinely treated in response to reporting such errors. This construct, denoted as audit office error-management climate, can be characterized on a continuum from a relatively “blame-oriented” climate to a relatively more “open” climate. The former is one where errors are not tolerated and those committing errors are punished. In contrast, the latter characterizes error commitment as a normal, albeit unfortunate aspect of organizational life, where the error commitment and discovery is used as an opportunity for the organization to learn without sanctions on the originator if similar errors are not repeated by the auditor. We examine audit office error-management climate in the context of audit-specific factors that might affect the decision to report the discovered errors: audit error type (conceptual or mechanical) and who committed the error (the individual who discovered it or a peer). We find that an open error-management climate results in an increase in the reporting of mechanical (but not conceptual) errors and an increase in reporting peer errors (bringing them to the level of reporting of own errors) versus a blame climate. More directly our findings raise questions about how the implementation of an open error-management climate might be enhanced so as to promote greater reporting of own conceptual errors. Our post-hoc findings that auditors are significantly more willing to report their own mechanical errors than their own conceptual errors (while the difference between reporting willingness of peers’ mechanical and conceptual errors is insignificant) suggests that this obstacle for reporting conceptual errors particularly stems from auditors’ own impression management concerns. Our findings also suggest that audit firm management needs to understand that what may appear to be innocuous differences in management style at the individual audit office might affect audit quality at the client level through varying the individual auditor perceptions of the office error management climate. Further, our findings suggest that standard setters and regulators need to understand how their standards and inspections may impact the audit firm error-management climates and how the differences in such climates can affect audit quality by encouraging (or suppressing) the reporting by staff of errors in working paper files.A shorter version of this paper will appear in the January 2014 issue of The Accounting Review.This paper was previously circulated under the title “The Impact of Error-Management Climate, Error Type and Error Originator on Auditors’ Reporting Errors Discovered on Audit Working Papers.

Co‐operative social enterprises: company rules, access to finance and management practice

PurposeIn light of the faster than expected take up of the community interest company (CIC) in the UK, the purpose of this paper is to revisit findings from a study undertaken in 2000 on the impact of asset‐locks on the longevity, growth and management styles in co‐operative social enterprises.Design/methodology/approachThis paper is both conceptual and empirical. It examines different worker co‐operative traditions and develops a meta‐theory that explains underlying assumptions in different forms of co‐operative social enterprise. Using empirical data from five common ownership co‐operatives and five equity‐based co‐operatives, this exploratory study finds differences in management style, access to finance and growth prospects both within and between the two groups.FindingsDevolution of management responsibilities is more prevalent in co‐operatives permitting both individual and collective ownership, as opposed to common ownership. Access to external finance is less problematic for organisations where individuals have made investments. Despite this, it is not established that organisations with external equity or loan finance grow quicker or fare better over the longer term.Originality/valueThe value of the paper lies both in the development of a meta‐theoretical framework for differentiating forms of worker co‐operative, as well as empirical evidence on the impact of asset‐locks in the management and development of social enterprises. The study suggests that the companies limited by share (CLS) version of the CIC, or abandonment of the CIC in favour of an appropriately structured CLS or Industrial and Provident Society model, may be appropriate for social enterprises wishing to grow, but makes little difference in small service oriented social enterprises.

Managing Joint Ventures

Executive Overview Joint ventures aid firms in accessing new markets, knowledge, capabilities, and other resources. Yet they can be challenging to manage, largely because they are owned by two or more parent companies. These companies may have competing or incongruent goals, differences in management style, and in the case of international business, additional complexities associated with differing government policies and business practices. We examine research on joint venture (JV) performance in order to identify prominent academic discussions established over the last 25 years. From this research, we draw implications from past research and areas for future research on successfully managing JVs, taking into account the decisions JV partners must make throughout the partnering process, from initial motivations through partner selection and negotiation of terms to implementation and ongoing management. Key implications include the necessity of honesty, trust, and commitment for the success of the JV, settling disputes by focusing on what is best for the JV rather than individual partner objectives, and division of managerial responsibilities according to the functional expertise of each partner.

A MACRO ANALYSIS OF TAIWAN'S INTERNATIONAL TOURIST HOTEL INDUSTRY BY USING THE SLIDING WINDOW METHOD(<Special Issue>Advanced Planning and Scheduling for Supply Chain Management)

This paper proposes an alternative data envelopment analysis for assessing the operational performance of 46 international tourist hotels (ITHs) in Taiwan over the period 1997-2002. This study is the first research that combines the discriminant power of a slack-based measure and the dynamic view of window analysis in applying DEA. It is shown that the trend of mean managerial efficiency is increasing, whereas the variation converges. Most ITHs operate at decreasing returns to scale, indicating that ITHs are facing a highly competitive environment. Taiwan’s 921 earthquake in 1999, the 911 incident in 2001, and the compulsory government subsidies all play key roles which affect the ITHs’ managerial performance for different operating characteristics in the short term. Results also indicate that differences in management style do have a very significant influence upon ITHs’ performance over time (1997-2002). Finally, the efficiency/profitability matrix of ITHs is further examined.

Measuring pure managerial efficiency of international tourist hotels in Taiwan

This paper applies the four-stage DEA procedure to calculate the pure managerial efficiency of 54 international tourist hotels in Taiwan. The main empirical findings include: (1) the operating environments do affect input slacks, and the efficiency scores of traditional DEA; (2) ‘city hotel’ is an unfavourable operating environment, ‘chain-operated hotel’ is a favourable one; (3) after purging the effect of operating environments, there is no significance in pure managerial efficiency due to differences in management style, and the pure managerial style of resort hotels is no longer more efficient than in the city hotels.

Awareness of universal design among facility managers in Japan and the United States

This comparative study is based on two surveys conducted in Japan and the United States to understand how facility managers recognize and practice universal design in their workplaces, and to identify what factors are likely to facilitate or obstruct their practice. The results showed that, although many facility managers recognized the advantages of applying universal design, most organizations currently provided accessible workplaces merely within the scope of legal requirements, while few organizations achieved consistency between corporate mission and strategies, knowledge of facility managers, and the degree of workplace accessibility practices. US organizations and Japanese organizations showed different perceptions of the issue in terms of advantages of universal design based on differences in management style. The findings also suggest that an understanding of the issues by top management is key to promoting universal design practice.

The concept of stimulation of entrepreneurship— A benchmarking and co‐evolution approach

AbstractSustainable economic growth is enabled by the production of wealth, i.e., development of entrepreneurship. Opportunities for its development, and so the sources of the country's economic wealth, may be found today not only in the proper level of macroeconomic indicators (labor cost, interest rates' level, currency exchange rate, etc.), but also in regional (effective and efficient use of locally diverse opportunities, development predisposition, and cooperation between organizations) and microeconomic conditions (differences in management styles). The sine qua non condition of the entrepreneurship development is the effectiveness of actions taken in all three interrelated levels enabling achievement of the synergy effect. Our aim here is to present an innovative concept of entrepreneurship, realized in Poland on the basis of the cooperation between science, business, authorities, institutions, and media. © 2005 Wiley Periodicals, Inc. Hum Factors Man 15: 71–82, 2005.