Experiences Of Senior Managers Research Articles

Military-experienced senior executives, corporate earnings quality and firm value

PurposeAccounting scandals and earnings management problems at large firms such as Global Crossing and Enron have resulted in lots of wealth loss not only to corporate investors but also led tremendous damage to societies. Hence, policymakers and academic researchers have started to explore mechanisms to prevent improprieties in financial reporting and further enhance firm value. Using data from United States (US)-listed companies between 2000 and 2018, this article explores the effect of ex-military executives on earnings quality, the role of financial analysts in their interplay and the firm value implication of earnings quality driven by ex-military executives.Design/methodology/approachThis study employs a firm fixed-effects model to validate the main conjecture and adopts the weighted least squares, Granger causality analysis, instrumental variable approach, propensity score matching, entropy balancing approach and dynamic system Generalized Method of Moments (GMM) estimator to address robustness and endogeneity issues.FindingsAuthors reveal that companies run by ex-military senior executives exhibit lower levels of accruals-based and real earnings management than those without. The effect of management military leadership on constraining earnings management is more prominent for companies with low analyst coverage, suggesting that the military experience of executives could be a substitute for external monitoring. Authors also find that these ethical managers alleviate the negative impact of earnings management on firm value and that companies managed by these managers exhibit higher firm performance.Practical implicationsThis study highlights the importance of the intrinsic motivation behind the effect of military experience on senior managers' personalities and offers essential stakeholder-related implications regarding the effect of military experience. The military experience of senior managers helps facilitate the attainment of broader corporate governance and economic objectives.Originality/valueThis article adds new insights to the literature on the role of managerial military experience in decision-making processes, financial reporting outcomes and firm performance by employing the upper echelons and imprinting theoretical perspectives.

Talented overseas returnees and outward foreign direct investment

This paper studies the effects of talented overseas returnees on firms’ outward foreign direct investment (OFDI). Using hand-collected data on the overseas experience of senior managers at Chinese-listed companies, we find that talented returnees significantly increase the probability of firms engaging in OFDI, especially in countries where the returnees worked or studied. Financial constraints and information asymmetry are two underlying mechanisms. Constrained firms are less likely to invest in areas in which they have less experience. And country-specific experience is particularly important in countries with poor information transparency.

Do Scholars-Turned-Businessmen Impact Green Innovation?

This study explores how the academic experience of executives affects green innovation. Using data on executive academic experience from a sample of Chinese listed companies, we explore the relationship between executive academic experience and green innovation using a combination of qualitative and quantitative methods. We find that executive academic experience has a positive impact on green innovation. We also investigate the moderating effect of managerial discretionary factors organizational slack, nature of property rights, and degree of market competition. The results show that organizational slack positively moderates the relationship between senior managers’ academic experience and green innovation, and this positive relationship is more significant in state-owned enterprises. The degree of market competition had a negative moderating effect on the positive relationship between academic experience of senior managers and green innovation. Improved general competence and concern for the environment are two possible mechanisms by which senior managers’ academic experience affects green innovation. Our findings suggest that academic experience of senior managers is an important factor for green innovation in emerging market firms.

The move towards integrated care: Lessons learnt from managing patients with multiple morbidities in the UK

IntroductionThe multi-disciplinary care offered to patients with multi-morbidities offers a powerful example of the practical challenges faced by the National Health Service's planned move to more closely integrated models of care. Purpose, objective, and contributionsThe intention of this work was to identify the opportunities and obstacles presented by the current provision of integrated care and explore their implications for existing and future policy initiatives. Materials and MethodsWe conducted a qualitative exploration of the experiences of senior managers, commissioners and clinicians, using a post-hoc content analysis to populate and present the results within the multi-componential Sustainable integrated chronic care model for multi-morbidity: delivery, financing, and performance (SELFIE) framework designed to understand integrated care. ResultsA total of 13 senior medical directors, commissioners, and managers, and 15 clinicians from a range of care settings were interviewed. Relative factors within the six framework components were identified namely; issues around communication between settings (Service delivery), the importance of collaborative leadership (Leadership & governance); the need for high-level collaboration (Workforce), better directed financial incentives (Financing), the lack of software interoperability (Technologies and medical products) and constraints on sharing and utilising patient data (Information & Research). ConclusionsThe SELFIE framework has provided valuable insight into the challenges presented by inter-organisational and inter-professional working that will help guide the design and implementation of policies promoting integrated care. These may be mitigated by sharing the varied experiences and priorities that exist across primary and care settings, alongside improving communication and supporting collaborative leadership. There also appears a clear role for refocussing financial incentives to reward shared responsibility at all levels of service delivery.

Flexible working in the public sector – a case of inflexibility: senior managers' experiences

PurposeThe public sector is often considered the vanguard in terms of the availability and promotion of flexible working arrangements (FWAs). Despite this, little is known about how senior managers in the public sector engage with FWAs. This paper aims to address this gap, reporting on a number of issues, including the reality of FWAs, the existence of a flexibility stigma and whether this is gendered, and the drivers influencing the uptake of FWAs.Design/methodology/approachTheoretical insights of flexibility stigma from the literature and data from semi-structured interviews with senior managers in the Northern Ireland Civil Service explore the realities of FWAs at this level.FindingsThe findings indicate a decoupling between the rhetoric and reality of FWAs, with few senior managers availing of such arrangements. The authors also identify a complex web of issues that constrain senior managers' agency in shaping a positive culture of FWAs at senior management level in the Civil Service, including an inherent resistance to flexibility, a lack of visible role models and negative perceptions around progression. The findings also indicate deeply held perceptions among senior males and females that availing of FWAs is associated with a flexibility stigma. These perceptions were confirmed by the small number of senior females with caring responsibilities who were availing of FWAs.Research limitations/implicationsThe paper provides senior managers and human resource practitioners with insights into the difficulties associated with wide-scale FWA availability and use at senior levels of the Civil Service.Originality/valueThe findings of the study offer valuable insights into the experience of senior managers in the public sector as they engage with FWAs. The study, therefore, contributes to the limited literature in this area.

Optimization and Adjustment of Production Process Parameters in Order to Reduce Production Costs and Increase Quality

The purpose of tolerance design is to determine the limits for the parameters in such a way as to minimize the design error. Determining the optimal tolerance for pipe production devices and connections reduce waste, increase customer satisfaction, reduce rework costs and increase the satisfaction of installers. Due to the high cost of production and quality in the respective companies, and customer dissatisfaction due to loose pipes in the connection, in this paper, an integrated model to reduce production costs and quality is provided. Based on this, using the multi-year data of the company, the experience of senior managers and SPSST software, a suitable regression model for pipe and connection production has been extracted. The proposed model is obtained by genetic algorithm in MATLAB software coding software and the optimal amount of effective parameters for pipe and connection production is obtained. The proposed model saves 5.8% and for the first company 13.06% for the second company.

Exploring senior managers\u2019 perceptions of the COVID-19 Crisis in Iran: a qualitative content analysis study

BackgroundIdentification of the experience of senior managers in tackling biological crises can be a roadmap for future crisis management planning. The aim of the present study was to investigate the experiences of senior managers during the COVID-19 crisis.MethodsThis is a descriptive qualitative research. Data were collected using in-depth and semi-structured individual interviews. Accordingly, 20 senior managers of medical universities with experience in managing the COVID-19 crisis were enrolled in the study using purposive sampling. Data were collected from February 2020 to May 2021. For data analysis, qualitative content analytical approach was used.ResultsAccording to the results, 4 main themes and 10 sub-themes were obtained; they included dealing with issues and challenges in the face of COVID-19 disease (Structural challenges, Cultural challenges, Educational challenges, COVID-19 complexity); individual and managerial competencies (Individual competencies, Managerial competencies); comprehensive, accountable, and efficient management (Comprehensive and accountable management, efficient management); and professional and organizational self-efficacy (Professional self-efficacy, organizational self-efficacy) were obtained.ConclusionsIn the present study, a number of senior managers’ experiences in the COVID-19 crisis management were identified. Managers and policymakers of the health system are suggested to use the results of the present study to effectively manage the crisis and improve crisis management in various health-related areas by providing an effective cultural and organizational context.

Founder’s Added Value in a Startup Valuation. Could an Expert be Worth an Extra Penny?

The Brazilian Startup market has been growing fast recently, but the assessment of a startup company is still considered a black box by many authors and investors in the market. The main reason for the difficulty of evaluating a startup is the lack of a universal methodology applicable to this type of company. In this article, the authors tested an alternative way to evaluate a company using key variables from the founder’s experience. Approximately 30 Brazilian VC funds and the profile of 130 founders with public data were analyzed, and we found significance in the founder’s senior management experience before the funding stage. The result is still basic to consider a new assessment approach for startups, but the main conclusion of this article is relevant: the experience of senior management has a significant and consistent impact on the assessment of a startup in Brazil.

Exploring the challenges of educational accreditation of teaching hospitals and providing the solutions.

BACKGROUND:In the recent years, the accreditation of educational institutions and hospitals has attracted a lot of attention in different countries to ensure the quality of medical education. In this regard, examining the experiences of different countries will help to improve the world and local standards. This study was an attempt to explore the lived experiences of senior managers about the educational accreditation challenges and appropriate strategies to overcome these challenges.MATERIALS AND METHODS:The authors used a phenomenological approach to explore the lived experiences of the senior managers about educational accreditation of teaching hospitals affiliated to Iran University of Medical Sciences. Semi-structured interviews were conducted to reach data saturation. For this purpose, three semi-structured face-to-face interviews and six electronic interviews were conducted. Data were analyzed using the Colaizzi method.RESULTS:Data analysis showed that the most important challenges of educational accreditation of teaching hospitals were related to standards and criteria, executive policies of accreditation, and educational, attitudinal, and financial infrastructures. The strategies expressed by the participants were categorized into four themes including reviewing and revising standards and criteria, planning for education, providing human and financial resources, and modifying the executive structure of accreditation.CONCLUSIONS:In order to improve the quality of educational accreditation programs, it is necessary to identify and find a solution for the existing challenges by experiential support of the senior managers of teaching hospitals and the other stakeholders (e.g., faculty members and students). It also provides an opportunity for educational policy-makers to improve the hospital's educational accreditation program.

Exploring the missing link between top management team characteristics and megaproject performance

PurposeThe purpose of this paper is to analyze the relationship between the demographic characteristics of top management teams (TMTs) (i.e. age, gender, administrative level, senior management experience and educational background) and megaproject performance, with respect to schedule, cost, quality, safety and technological innovation. The results shed new light on the effectiveness of different types of TMT.Design/methodology/approachThis paper collected secondary and objective data from 208 TMT members in 42 megaprojects and employed hierarchical regression analysis to test the research hypotheses.FindingsThe findings revealed that age has a significant influence on schedule performance; gender has a significant influence on safety performance; senior management experience has a significant influence on cost performance; and educational background has a significant influence on both schedule and technological innovation performance. However, this study did not find evidence of a significant relationship between the administrative level and megaproject performance.Research limitations/implicationsThis paper mainly focused on China’s megaprojects, most of which are globally influential (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), however this sampling approach still limits the generalizability of research findings to other contexts.Originality/valueThe results of this paper contribute to a better understanding of how management team capabilities translate into better project achievements. This paper also provides implications on the criteria for selecting top megaproject managers to optimize the composition of the TMT and realize better performance.

A qualitative study of the dissemination and diffusion of innovations: bottom up experiences of senior managers in three health districts in South Africa

BackgroundIn 2012 the South African National Department of Health (SA NDoH) set out, using a top down process, to implement several innovations in eleven health districts in order to test reforms to strengthen the district health system. The process of disseminating innovations began in 2012 and senior health managers in districts were expected to drive implementation. The research explored, from a bottom up perspective, how efforts by the National government to disseminate and diffuse innovations were experienced by district level senior managers and why some dissemination efforts were more enabling than others.MethodsA multiple case study design comprising three cases was conducted. Data collection in 2012 – early 2014 included 38 interviews with provincial and district level managers as well as non- participant observation of meetings. The Greenhalgh et al. (Milbank Q 82(4):581-629, 2004) diffusion of innovations model was used to interpret dissemination and diffusion in the districts.ResultsManagers valued the national Minister of Health’s role as a champion in disseminating innovations via a road show and his personal participation in an induction programme for new hospital managers. The identification of a site coordinator in each pilot site was valued as this coordinator served as a central point of connection between networks up the hierarchy and horizontally in the district. Managers leveraged their own existing social networks in the districts and created synergies between new ideas and existing working practices to enable adoption by their staff. Managers also wanted to be part of processes that decide what should be strengthened in their districts and want clarity on: (1) the benefits of new innovations (2) total funding they will receive (3) their specific role in implementation and (4) the range of stakeholders involved.ConclusionThose driving reform processes from ‘the top’ must remember to develop well planned dissemination strategies that give lower-level managers relevant information and, as part of those strategies, provide ongoing opportunities for bottom up input into key decisions and processes. Managers in districts must be recognised as leaders of change, not only as implementers who are at the receiving end of dissemination strategies from those at the top. They are integral intermediaries between those at the at the coal face and national policies, managing long chains of dissemination and natural (often unpredictable) diffusion.

Qualitative exploration of enablers and barriers to interagency collaboration from the perspectives of senior managers and executive staff including social network analysis

Introduction: The Sydney Local Health District SLHD integrated care initiative, Healthy Homes and Neighborhoods HHAN, is a comprehensive population based integrated care strategy to address the complex needs of vulnerable families. The spectrum of care required to optimise the health and social care outcomes for these families well exceeds the capacity of the public healthcare system alone. Needs such as housing, finance, and social supports often preclude these families from addressing physical and mental health issues. As part of the evaluation of HHAN, this project looks to understand the experiences of senior managers and executive staff with interagency collaboration from across the network. Theory/Methods: Recruitment took place by purposive sampling. Agencies which HHAN considers partners or potential partners were identified and an appropriate informant from within each agency selected. An agency for the purpose of this project could be within a broader organisation. The interviews focused on the participant’s individual definition of “interagency collaboration” and explored their opinions of enablers and barriers to interagency collaboration. Ideas were carried forward and explored further in subsequent interviews. To accompany the interview data, a sociogram of collaborative links was developed from an online social network analysis to provide a visual illustration of the linkages between the organisations. Results: Interviews and social network analysis data collection occurred between October 2017 and February 2018. A total of 13 semi-structured qualitative interviews took place, providing representation from six organisations. The majority of participants expressed a continuum on which they viewed interagency collaborations to be able to occur, depending on what was trying to be achieved. Achieving efficient, knowledgeable referrals with single client focus between agencies, whether government or non-government, was the most basic and common type of collaboration being aspired to. Collaboration could also include working together on shared projects and strategic planning to advance population health initiatives. The sociograms show a coherent network of collaboration with a spread of key players. Reviewing enablers and barriers, it became apparent that whether something was being characterised as an enabler or as a barrier was dependent on how the idea was being framed. As a result a thematic grouping system identifying important features of interagency collaboration is being derived, final results of which are not available at the time of this submission. Discussions: By identifying themes of identified importance to interagency collaboration from across the network, HHAN may be able to use this to optimise its ability to effectively collaborate from both a strategic and front line staff aspect. Limitations: While features of a grounded theory approach were used, strict adherence to the methodology did not take place nor did complete saturation of themes. Suggestions for Future Research: As part of the evaluation of HHAN, another project interviewing frontline staff has occurred. It may be beneficial to compare and contrast the findings from these studies, to further understand how the views of senior managers from across the network aligns with the organisational approach to interagency collaboration perceived at the client care level.

Leadership experiences and practices of South African health managers: what is the influence of gender? -a qualitative, exploratory study

BackgroundThe importance of strong and transformative leadership is recognised as essential to the building of resilient and responsive health systems. In this regard, Sustainable Development Goals (SDG) 5 prioritises a current gap, by calling for women’s full and effective participation and equal opportunities for leadership, including in the health system. In South Africa, pre-democracy repressive race-based policies, coupled with strong patriarchy, led to women and especially black women, being ‘left behind’ in terms of career development and progression into senior health leadership positions.MethodsGiven limited prior inquiry into this subject, we conducted a qualitative exploratory study employing case study design, with the individual managers as the cases, to examine the influence of gender on career progression and leadership perceptions and experiences of senior managers in South Africa in five geographical districts, located in two provinces. We explored this through in-depth interviews, including life histories, career pathway mapping and critical incident analysis. The study sample selection was purposive and included 14 female and 5 male senior-managers in district and provincial health departments.ResultsOur findings suggest that women considerably lag behind their male counterparts in advancing into management- and senior positions. We also found that race strongly intersected with gender in the lived experiences and career pathways of black female managers and in part for some black male managers. Professional hierarchy further compounded the influence of gender and race for black women managers, as doctors, who were frequently male, advanced more rapidly into management and senior management positions, than their female counterparts. Although not widespread, other minority groups, such as male managers in predominantly female departments, also experienced prejudice and marginalisation.Affirmative employment policies, introduced in the new democratic dispensation, addressed this discriminatory legacy and contributed to a number of women being the ‘first’ to occupy senior management positions. In one of the provinces, these pioneering female managers assumed role-modelling and mentoring roles and built strong networks of support for emerging managers. This was aided by an enabling, value-based, organisational culture.ConclusionThis study has implications for institutionalising personal and organisational development that recognise and appropriately advances women managers, paying attention to the intersections of gender, race and professional hierarchy. It is important in the context of national and global goals, in particular SDG 5, that women and in particular black women, are prioritised for training and capacity development and ensuring that transformative health system policies and practices recognise and adapt, supporting the multiple social and work roles that managers, in particular women, play.

Work stress, -Burnout and Organizational Politics: Perceptions and Experience of Senior Managers in the South African Government Sector

This study attempts to understand the causes and levels of work stress and burnout in a quantitative context. A mix method was adopted in which issues of organizational politics was also explored by using a qualitative approach. The sample was derived from a department of the South African Public Service and three quantitative questionnaires, namely the ‘Work Life Experience Questionnaire’, ‘Maslach’s Burnout Questionnaire’ and a ‘Biographical Questionnaire’, were the measuring tools for this study. The sample constituted of 341 senior officials whose positions ranged from Assistant Director to the Director General and 231 questionnaires were completed. The qualitative aspect used semi structured questionnaires as well as individual interviews. A cross-sectional approach was adopted. The results indicated that stress levels are significant high within and outside the work environment. One of the outstanding conjectures of this study is to investigate the relationship between stress and burnout in the post-apartheid era. The study also reveals that organizational politics plays a big role in influencing stress levels which leads to burnout. The aim of the study is to make national government departments aware of the relationship between job stress and burnout as well as the role that organizational politics played amongst senior government officials, post 1994 apartheid era.

Leadership in the tug of war between what is desired, what is possible, and what is allowed - knowledge and ideas gained from 25 years of senior management experience in radiology.

A decisive factor in the difference between the success and failure of the development of practices and hospitals is the quality and number of suitable staff members, together with their motivation to devote their skills to the particular organization. Senior management is not required or paid to paint dramatic pictures of current and future problems, but to achieve success within given framework conditions (e. g. health funding, local circumstances, suitability of senior staff). Success must be measurable and verifiable within the dimensions of medical quality, service quality and economic viability - but also regarding staff loyalty and staff recruitment. This paper is intended to encourage critical reflection on structures and roles in the organization of hospitals and practices on the basis of knowledge and ideas gained from 25 years of senior management experience. The content of this article will apply only in part or not at all for a number of successful hospitals and practices. The aim of this paper is to increase that proportion.

Qualitative Inquiry as a Method to Extract Personal Narratives: Approach to Research into Organizational Climate Change Mitigation

Qualitative, or inductive emerged as a reaction to late 19th and 20th century positivism (Brower, Abolafia, & Carr, 2000). Unlike positivist, or quantitative research, in which questions are deductive, specific and measurable, and the goal is generalizability and replicability, qualitative studies often address ambiguous phenomena, generate rich evidence from the everyday experience, and focus on context (e.g., Bernard & Ryan, 2010; Brower et al., 2000; Liamputtong, 2011). Because of its holistic and interpretive nature, qualitative has been accused of lacking rigor and failing to measure up to the cannons of positivist research (McCabe & Holmes, 2009, p. 1519). For Weber (2004), however, is time to assign the rhetoric of positivism versus interpretivism to the scrap heap. It longer serves a useful (p. xi). And in the end, as Jootun, McGhee, and Marland (2009) suggest, no single method is inherently superior to any other; rather the appropriateness of the method must be appraised in relation to the question (p. 42). From a reliability perspective it is not possible to rigidly replicate qualitative (Liamputtong, 2011). However, qualitative inquiry, quite effectively, allows the researcher to explore meaning, interpretations, and individual experiences. The purpose of this article is to lay out the method used to conduct a program into organizational carbon mitigation, and to demonstrate that qualitative inquiry is highly effective at facilitating the extraction of personal experiences of senior managers in the New Zealand (NZ) public sector. This approach is critical in order to better understand the dynamics influencing the termination of initiatives intended to help the New Zealand Government reduce its contribution to atmospheric greenhouse gas (GHG) emissions. More practically, this article demonstrates a method for policy makers interested in exploring the cognitions of senior managers involved with carbon mitigation initiatives, and/ or the nuances of the initiatives themselves. This in turn can provide insight into how best to weave climate and carbon management policies with other national strategic policies. I have divided this article into four primary sections. In the first section, Introduction, I highlight the strength of qualitative inquiry as method to extract personal experiences and present the aim of this article. In section 2, Background, I provide an overview of the study's policy context, situate myself within the and discuss my motivations for PhD research. Section 3, Research Approach, demonstrates the methodology I employed in the study, including attention to narrative analysis, design and selection criteria, execution of semi-structured interviews, interpretation of data, application of theory, and organization of results. In section 4, Concluding Thoughts, I end with a reflection on the utility of qualitative inquiry vis-a-vis the objectives of the study and quickly present a synopsis of the study's findings. Background Policy Context Climate change presents society with an unprecedented challenge, and governments from around the world are initiating programs to mitigate climate change and reduce their contribution to atmospheric GHG emissions (e.g., Bailey, 2007). In an effort to promote public sector carbon management, in 2004, NZ's Labour-led government, under Clark, sponsored local government participation in the Communities for Climate Protection-New Zealand (CCP-NZ) program, an initiative delivered through ICLEI-Local Governments for Sustainability (ICLEI). In 2007, the same government launched the Carbon Neutral Public Service (CNPS) program. Though the core public sector is responsible for only 2% of NZ's total GHG emissions (New Zealand Government, 2007), the goal of these initiatives was to demonstrate the Government's commitment to global climate change mitigation. …

South African managers in public service: On being authentic

South African managers in public service consistently face challenges related to managing a well-adjusted and productive diverse workforce. Following the notion that leadership authenticity fosters positive psychological employee capacity, the aim of this study was to explore the meaning essence of authenticity as lived in the work–life experiences of senior managers in public service. Five senior managers in public service were purposefully selected based on their articulated challenges with being authentic at work, whilst attending a diversity sensitivity workshop. From a hermeneutic phenomenological perspective, in-depth interviews were used, and an interpretative phenomenological analysis yielded two predominant themes offering a description of what it means to be authentic. Authenticity is experienced as an affective state that results from a continuous self-appraisal of the extent to which expression of self is congruent with a subjective and socially constructed expectation of self in relation to others. Authenticity seems to develop through a continuous process of internal and external adaptation, and it leads to ultimately building a differentiated yet integrated identity of self. A reciprocal dynamic between feeling authentic and self-confidence alludes to the potential importance of authenticity dynamics in identity work.

The Impact of Cross-Cultural Factors on Heavy Engineering Projects

Managing in today’s environment provides many challenges and project teams are frequently confronted with situations which challenge the traditional ways projects have been managed. Project success is dependent upon the effective management of people and at the heart of this process is client leadership. Terms such as responsive project manager, issue resolution and value criteria are increasing in popularity, however, dealing with the mutual inconsistency these three terms provides a challenge to most of today’s multinational construction organizations. In spite of recent extensive research, there has been little consideration given to how to classify success factors that influence cross-cultural project team performance. The reported research employed both in-depth interviews and postal questionnaires methodologies to capture the relevant experiences of senior managers in Kenya and the UK. The results were grouped under three major headings: (i) monitoring project team performance; (ii) achieving team goals; and (iii) maintaining team affiliations. The project leaders agreed that successful cross-cultural project team performance can be achieved by creating an effective integrated cross-cultural construction team. The findings accentuates a need for future research into project success factors to investigate the experiences of virtual project leaders and the difficulties faced in realizing effective project team performance.

Coordinated Government Responding to Terrorism

Public Administration ReviewVolume 73, Issue 4 p. 651-652 BOOK REVIEW Coordinated Government Responding to Terrorism Yusuf Ustun, Yusuf Ustun Ministry of the Interior, TurkeySearch for more papers by this author Yusuf Ustun, Yusuf Ustun Ministry of the Interior, TurkeySearch for more papers by this author First published: 17 May 2013 https://doi.org/10.1111/puar.12086 Yusuf Ustun: is chief civil inspector in the Turkish Ministry of the Interior, with 10 years of senior management experience as district governor. He holds a master's degree in public administration from University of Exeter and has completed professional training on managing migration and refuge protection, border and customs operations, and refuge and refugee law. He is currently a doctoral student in the School of Public Administration at the University of Central Florida, studying on a scholarship awarded by the Turkish Ministry of the Interior. E-mail: ysfustun@yahoo.com Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume73, Issue4July/August 2013Pages 651-652 RelatedInformation

Ethical Climates: The Joint Effect of Caring and Rules on Work Experiences of Senior Managers

This study investigates a new approach to conceptualizing ethical climates by proposing and testing a framework that considers the joint or interactive combination of two ethical climates from the literature: caring and rules. Four concepts are proposed based on different combinations of caring and rules: Principle benevolence (high in both climates), people-focused (high in caring, low in rules climates), rules-focused (low in caring and high in rules climates) and passive (low in both climates). The study also considers levels of analysis by providing a way to distinguish organizational and group levels of analysis from a psychological climate or individual differences perspective. The ethical climate framework and levels of analysis were tested with a sample of 122 senior managers from a state social services agency in the United States. Specific dependent variables in the study included role conflict, role ambiguity and organizational commitment. Support was obtained for the proposed framework including a psychological climate interpretation. Key findings include a need for both caring and rules climates for understanding organizational commitment. Different predictions were obtained for role ambiguity and role conflict with people-focused interpretations of the climate having lower role conflict and principle benevolent interpretations of the climate experiencing lower role ambiguity. The results are discussed in terms of how caring and rules ethical climates can serve as enablers to lower dysfunctional features of a job and increase a job incumbent’s organizational commitment.