Managerial Efficacy Research Articles

Identifying obstacles to evaluating business intelligence in Micro-Small Apparel Enterprises: a case study in Durban, South Africa

The escalating financial burdens faced by the Small Medium and Micro Enterprise (SMME) sector necessitate a perpetual pursuit of enhanced managerial efficacy. For enhanced financial management, client relationship management and inventory control, it is necessary for businesses to utilise various technologies and methodologies. One approach involves the utilisation of business analytical technologies, such as Business Intelligence (BI). Business Intelligence (BI) serves as a valuable tool for enterprises, aiding in the examination and interpretation of data to facilitate informed decision-making processes aimed at enhancing overall business efficacy. The eThekwini region encompasses a significant presence of micro-small enterprises within the apparel manufacturing and retail sector. The primary aim of this research was to identify and analyse the many issues that hinder the evaluation of business intelligence (BI) in micro-small apparel enterprises located in Durban, a city in Kwa-Zulu Natal, South Africa. A cross-sectional quantitative study was undertaken to examine a cohort of 161 small apparel business owners. The participants were chosen through the utilisation of a judgemental sampling technique. The data was gathered through the utilisation of anonymous questionnaires. The data was analysed by utilising multiple linear regression analysis to determine the characteristics that hinder the evaluation of business intelligence (BI) in the small apparel industry. The study employs the Technology-Organisation-Environment (TOE) framework as its conceptual framework. The researcher identified several obstacles that hinder the evaluation of business intelligence in micro-small textile enterprises in South Africa. These factors include perceived relative advantage, cost, organisational data environment, organizational decision-making culture, and external support. However, there are numerous governmental institutions that are intended to provide support for micro-small companies. Therefore, it is recommended that these institutions establish training initiatives aimed at educating apparel SMMEs on BI. The implementation of target-driven training has the potential to significantly contribute to the achievement of vision 2030 for fostering the growth of small, medium, and micro enterprises (SMMEs) to enhance the South African economy.

Personality metatraits and managerial AC dimensions in assessment center performance: the moderating effect of age in strong and weak VUCA simulations

PurposeWe investigated the relationship between personality and managerial assessment center (AC) dimensions, emphasizing age’s moderating role within volatility, uncertainty, complexity, ambiguity (VUCA) simulations.Design/methodology/approachWe analyzed 327 managers and applied the AC method, examining areas like social skills, problem-solving, management and goal striving, openness to change, employee development using the VUCA framework.FindingsWe assessed personality metatraits through a questionnaire based on the circumplex model (CPM; Strus, Cieciuch, & Rowinski, 2014), identifying four bipolar metatraits. Results highlighted passiveness and disharmony as negatively correlated with all managerial AC dimensions, with passiveness adversely affecting social skills and problem-solving.Originality/valueAge’s moderating role emerged as pivotal in the relationship between personality and managerial AC dimensions, especially in specific VUCA contexts. This underscores age’s influence on the interplay between personality and managerial efficacy, suggesting varying predictive capabilities across age groups. The research illuminates the complexities of these relationships, spotlighting age’s nuanced impact.

Analysing cutback management strategies amidst the Covid 19 pandemic: Insights from Pennsylvania municipalities

IMPACT This study examines cutback strategies of Pennsylvania’s local governments during the Covid 19 pandemic, highlighting the importance of pandemic risk perceptions and managerial efficacy beliefs in shaping these strategies. It was found that heightened risk perception decreased the likelihood of expenditure cuts, while a strong belief in a jurisdiction's crisis preparedness often resulted in such cuts to manage budget shortfalls. Revenue enhancement strategies were preferred by governments engaging communities in response efforts. The study also underscores the efficacy of professional governments, particularly council–manager led ones, in implementing productivity gains over expenditure reductions. Although based in the USA, the findings offer global insights for managing resources during health crises, enhancing societal resilience, and providing a model for adaptable governance across diverse fiscal and socio-political contexts.

Rodne razlike u uspješnosti menadžera te uloga transformacijskoga vodstva i intelektualne poniznosti

Prompted by the findings of gender differences in leadership outcomes, in this study we set out to explore gender differences in managers’ leadership style and behavior (transformational leadership and expressed intellectual humility) as rated by their subordinates, as well as in work attitudes (perceived organizational support and work engagement) of their subordinates. Our results indicated that female managers are perceived by their subordinates as being significantly more transformational and intellectually humble than male managers. However, there were no differences in work attitudes between subordinates of female and male managers. Still, the mediation analysis showed that both perceived transformational leadership and intellectual humility of managers mediated the relationship between gender and subordinates’ work attitudes. We argue that transformational leadership style and intellectual humility might be the basis of women’s, but not men’s, managerial efficacy and call for additional research of gender differences in leadership styles, behaviors and effectiveness.

Decentralized Organizational Structure and its Impact on Managerial Performance in Moroccan SMEs

In response to the dynamic challenges posed by today's business environment, this study investigates the interplay between organizational structure and managerial performance in Moroccan SMEs. Traditional hierarchies are scrutinized for their limitations in adapting to uncertainty, prompting a reevaluation towards decentralized structures (Fernandez, 2017; Mintzberg, 1979). Citing a broad spectrum of literature, the research establishes a clear link between decentralized structures and heightened managerial performance, emphasizing the pivotal role of alignment between the Accounting Information System (AIS) and organizational structure (Chenhall, 2003; Gul and Chia, 1994). The paper culminates in hypothesis, positing that decentralized companies exhibit superior managerial performance (Boubakary et al., 2020). This abstract provides a succinct overview of the study's exploration of organizational design and managerial efficacy, serving as a valuable resource for businesses navigating the intricacies of the modern business landscape. This study delves into the dynamic interplay between organizational structure and managerial performance in Moroccan Small and Medium Enterprises (SMEs), employing a quantitative research approach. Acknowledging the limitations of traditional hierarchies in adapting to the uncertainties of the contemporary business environment, the research focuses on 96 SMEs in Morocco to scrutinize the efficacy of decentralized structures.

Open innovation and de-escalation of commitment in underperforming new product development projects

Escalation of commitment occurs when managers continue to devote efforts to underperforming new product development (NPD) projects, even though doing so carries a high risk of failure. This study investigates the role of open innovation as a de-escalation strategy to reduce managers' commitment to underperforming NPD projects. Two studies involving both qualitative and quantitative approaches were conducted. We began our investigation by interviewing 13 senior managers to provide an initial understanding of open innovation vis-à-vis the escalation of commitment phenomenon. A scenario-based experiment with a sample of 97 senior NPD managers from multiple international companies was further conducted to test the relationship between open innovation and NPD managers' escalation of commitment, as well as the mediation effect of managerial efficacy. We contribute to the field by proposing open innovation as a new de-escalation strategy, and by revealing the affect-based mechanism of open innovation that operates through managerial efficacy.

More than just managerial self-efficacy: conceptualizing and predicting top managers' means efficacy about the organization under extreme events

PurposeThis study extends the concept of managerial efficacy to include managerial means efficacy (MME) attributed to the utility and quality of means external to managers for performing a task. Focusing on its antecedents, the authors theorize and empirically test MME sourced from the organization (MMEO) and situate the examination under extreme events.Design/methodology/approachThis study uses a 2016 national survey of 892 top managers in 273 US largest transit agencies covering 82% of the entire population. Participants report their confidence for their organization to perform effectively under various extreme events. The survey data are matched with data from various institutional data sources to capture organizational characteristics, operations and experience with extreme events.FindingsFindings suggest that organizational-level factors influence MMEO. Specifically, organizational slack and relationship management of key jurisdictional stakeholders positively predict MMEO, whereas political fragmentation is negatively associated with MMEO.Practical implicationsOrganizations can bolster MMEO, hence, managerial efficacy through developing organizational slack and engaging in relationships building with jurisdictional stakeholders. Those initiatives have particular importance for those with boundary-spanning service areas.Originality/valueThe study advances understanding of managerial efficacy by directing attention to means external to managers' self. It also brings clarity to the notion of “confident managers” or “managerial confidence” broadly applied in previous studies. Findings provide insights about capacity-building interventions to build managerial efficacy through improving external means, circumventing the need to alter self-efficacy that is typically stable and resistant to change.

Subordinate evaluations of high-performance managers

PurposeThe study investigated the factors considered by subordinates when evaluating the productivity of their managers, in addition to how those factors influenced such feedback.Design/methodology/approachA questionnaire survey was conducted among participants. The results were processed using a cluster analysis (K-means method), the Mann–Whitney U test and the χ2-Pearson test.FindingsThe survey results were used to categorize managers as highly productive, moderately productive, or lowly productive. Recommendations for how to increase productivity were then determined.Research limitations/implicationsThe implication of our study in perspective research lies in particular in showing the mediating character of constructive feedback in subordinates' viewing manager efficient. As for practice, knowing subordinates' feedback makes it possible for an organization to influence the quality of supervisor-subordinate dyad. DTEK company has already put into practice the results of our study into corporate education and learning. In particular, recommendations for how to increase productivity (through giving constructive feedback, time to talk in private to an employee and expressing gratitude for good work) are discussed.Practical implicationsThe results indicated that highly productive managers tended to professionally develop both themselves and their subordinates. They provided subordinates with constructive feedback as well as the opportunity to talk in-person. These managers were also experts in the activities performed by their subordinates and showed gratitude for their accomplishments.Originality/valueThis study examined managerial efficacy as reviewed by subordinates. A theoretical analysis was conducted to outline the factors typically associated with managerial productivity (e.g. interpersonal skills, synchronizing projects, technical knowledge and handling work-related frustration).

Point of adoption and beyond. Initial trust and mobile-payment continuation intention

Initial trust represents the trust that develops upon first use of a product. It is built on the basis of the net effect of factors that stimulate as well as inhibit it. Future transactions require less consumer effort after initial-trust formation. Despite being recognized as an important factor affecting the adoption of innovations, initial trust has been not been greatly explored by prior scholars. The present study remedies this gap by invoking the information systems success (ISS) model, transaction cost economics (TCE) theory, and the IT continuance model to propose a two-step framework that includes the antecedents of a pre-adoption factor, such as initial trust, and post-adoption factors, such as confirmation, perceived usefulness, satisfaction, and continuation intention toward mobile-based payments. Cross-sectional data of 954 first-time mobile-wallet users are analyzed to test the framework. The study findings suggest that information and service quality positively influence initial trust, which, in turn, has a positive association with confirmation and perceived usefulness. Results also reveal a positive relationship between perceived usefulness and continuation intention. These results pave the way for making useful recommendations for future researchers. The study also discusses various inferences that can improve managerial efficacy in promoting the use of mobile-based payment methods.

The role of self-efficacy components in predicting Israeli kindergarten teachers’ educational leadership

ABSTRACT In recent years, the kindergarten teachers’ role has evolved to assume leadership tasks in addition to the traditional caring and instructional ones. This study examined the contribution of the self-efficacy variables of Israeli kindergarten teachers to predicting their educational leadership efficacy. This empirical study is based on the perceptions of the Israeli kindergarten teachers reporting on their self-efficacy for teaching and management (n = 175). The findings of the SEM model show that the combination of the elements of teacher self-efficacy and managerial efficacy is indeed significant for predicting the teacher’s leadership potential. In other words, self-efficacy in teaching and in managing a facility are essential for predicting educational leadership efficacy. The research model is constructed in a graded fashion, so that systematic paths of action can be derived from it for training the kindergarten teachers and developing them professionally.

The Influence of Job Stress and Managerial Efficacy on Job Satisfaction among Korean Women Managers: Focusing on the Moderating Effect of Managerial Efficacy

The Influence of Job Stress and Managerial Efficacy on Job Satisfaction among Korean Women Managers: Focusing on the Moderating Effect of Managerial Efficacy

EVALUATION OF ADMINISTRATIVE EFFECTIVENESS LEVELS OF ACADEMICIANS: FACULTY OF SPORT SCIENCES AND SCHOOL OF PHYSICAL EDUCATION AND SPORTS EXAMPLE

Background/Objective: The purpose of this study is to examine the managerial effectiveness levels of the academicians who work in the sports science faculty and School of Physical Education and Sports. Methods: In the study, a descriptive scanning method aimed at revealing the current situation has been used. For the purposes of this study, the academicians population of Turkey in the research universities working in sports science and sports colleges with the faculty of physical education, from which a sample is chosen, which is determined by simple random sampling method, which consists of volunteer academicians (n=178) working at the faculties of sport sciences and school of physical education and sports of universities such as Erciyes, Selcuk, Omer Halisdemir, Gaziantep, Dumlupinar, Usak, Karamanoglu Mehmet Bey, Firat, Suleyman Demirel, Sakarya, Balikesir, Gelisim, Esenyurt, Mugla Sitki Kocman ve Bingol universities. A managerial efficacy scale developed by Murry (1993) and implemented in the Turkish version by Ira and Sahin (2010) was used to measure managerial effectiveness. The obtained data was recorded with the package program IBM SPSS 22. Kruskal Wallis analysis was applied as statistical process. Results: The level of managerial effectiveness of academicians is moderate and advanced, the level of managerial effectiveness is related to age, department, title and professional experience, and also there is a relation between the progress of age, title and professional experience of academicians and the development of managerial effectiveness. It can be assumed that this situation originated from the situations such as the maturity of academicians' knowledge and experience, efforts to improve their skills, the adoption of the management concept of modern life, self-evaluation and autonomy as well as being able to adapt to scientific, cultural and social changes. The development of managerial effectiveness perceptions and managerial skills of young academics can be supported by managerial development seminars. Determining the managerial perceptions of the faculty members who work in different faculties and higher schools may contribute to the updating of the managerial perspective. Article visualizations:

Essential managerial skills for financial and budgetary management in medical universities: The top managers' perspective.

Background: Achieving organizational objectives depends on the effectiveness of administrators. However, managerial efficacy largely depends on the knowledge and skills of managers. This study aimed at assessing the skills of financial and budget management of the Ministry of Health from the perspective of resource development assistants of universities of medical sciences nationwide. Methods: This cross- sectional study was conducted in 2012. Study participants were resource development assistants of universities of medical sciences in Iran. We adopted simple random sampling method in locating participants. Data were collected using pretested questionnaires and analyzed using descriptive statistics and Mann-Whitney test (as a non-parametric test) and Friedman test. Results: The highest mean recorded under financial management skills was technical skills (3.58±0.50), followed by human skills (3.50±.048), and perceptual skills (3.32±0.52). With regards to financial and budget management and performance monitoring, the means of technical skills, as prioritized by directors, was 3.72±0.71, followed by human skills (3.72±0.70), and perceptual skills (3.66±0.75). A significant association was found between perceptual skills of financial managers and budgeting and performance monitoring managers (p= 0.014). Conclusion: Operational level managers, such as financial and budgetary managers, need to acquire more technical skills. Therefore, we support activities that promote technical skills and awareness of managers within organizations, such as organizational training courses and distribution of educational materials like brochures.

Scale Development of Organizational Health Construct

The purpose of this research is to understand the concept of organizational health (OH). Further, this research developed a construct of OH derived from factors identified in extant literature. Data from 121 scientists working in engineering and scientific divisions of Council of Scientific and Industrial Research (CSIR), India, were collected to test the internal consistency, to confirm factor structure and to assess convergent and divergent validity of the construct. The results of Confirmatory Factor Analysis (CFA) produced seven factors of organizational health, namely, managerial efficacy, amiable power relations, HRD orientation and practices, team orientation, organizational values, innovativeness and morale. The study has been conducted in emerging economy setting. A comparative analysis of organization like CSIR in developed country can be carried out for further research using the same construct. This will help in validating the construct developed in this research. To the best of the author’s knowledge, this is the only study that has developed a comprehensive construct of organizational health for an Indian R&D sector.

Not Seeing Eye to Eye on Frontline Work: Manager‐Employee Disagreement and Its Effects on Employees

AbstractThe author uses nationally representative data on matched pairs of public school principals and teachers to test whether principal–teacher disagreement about the severity of school problems is associated with teacher turnover. More specifically, the author tests a managerial efficacy hypothesis that proposes that employees will be less likely to leave their jobs when their managers perceive problems to be severe, holding employees’ perceptions of the same problems constant. The author also tests a managerial buffering hypothesis that proposes that employees’ perceptions of problem severity will be more weakly related to their turnover probability when managers perceive problems to be severe. Little evidence is found for either hypothesis, raising questions about public school principals’ ability to translate problem recognition into problem remediation. More generally, the findings suggest a reexamination of the generic claim that “management matters,” which implies that public managers have the power to do things that can help employees perform their jobs well.

Characterizing Themed Touring Routes: A Geospatial and Tourism Evaluation of Wine Trails

ABSTRACTWine trails have been the most commonly developed type of Themed Touring Routes (TTRs) around the world during the past decade. Despite such development, limited studies have examined their geospatial or tourism characteristics reducing marketing and managerial efficacy. To address this gap, this study measured six geospatial and tourism attributes of nine wine trails in North Carolina (USA) toward a characterization of TTRs. Results indicated a shared low Connectivity and good Accessibility among study wine trails regardless of their spatial patterns. Tourism-wise, services provided were Comprehensive within wine trails and Complementary across wineries. Results provided managerial intelligence to existing wine trails, such as the need to enhance local road network density and outbalance tourism dominance within trails. Results were also used to develop a geospatial-tourism classification of wine trails which provide managerial intelligence to optimize resources allocation and to shed light on characterizing other types of TTRs.

Key Predictors of Employee Commitment and Organizational Citizenship Behavior

Employee Commitment is the bondage an employee possesses towards his organization. Building Employee Commitment (EC) to the work place is the need of the hour for all the organizations. Nowadays no organization can execute at high level unless otherwise employees are committed to the organizations goals. Commitment could be described as the Holy Grail of organizational performance and business psychology. Hence, it is significant to recognize the concept of commitment and its feasible outcomes. Organizational Citizenship Behavior (OCB) is assumed as one of the rising management perception of managerial efficacy. This study intends to focus on key predictors of employee commitment and organizational citizenship behavior. A quantitative research is employed to explore the predictors of EC and OCB. The study identified six factors that predicted employee commitment and five factors that predicted organizational citizenship behavior.

Supply chain benefits from consortia e-marketplaces: a case study of AeroDefence

Consortia e-marketplaces are differentiated from other e-marketplace configurations because they focus on the provision of internal efficiencies and collaborative benefits to supply chain members. However, few empirical studies have specifically examined the distinct benefits buyers and suppliers gain from participating in consortia e-marketplaces. Understanding the value that they provide to buyers and suppliers and the wider economy is increasingly important as their use becomes more widespread. Using the consortia e-marketplace AeroDefence, in the aerospace and defence sector as a case study, this paper explicates the collaborative benefits supply chain organisations gain from participation. The study found that AeroDefence provided benefits that improved the operational efficiency, managerial efficacy and strategic effectiveness of buyer and supplier organisations that deeply integrated into their e-marketplace.

Towards managerial efficacy: back to 2,000‐year‐old guiding principles

While modern management literature abounds with theories on how best to achieve managerial efficacy )including the concepts of power in organisations, authority, empowerment, organisation politics, employees’ resistance to change, leadership style and conflict management(, it is timely to remember the basic guiding principles laid down in the Holy Bible which are still very applicable today. Although some of these principles may be at the back of their minds, many managers today are awash with complicated modern management concepts, so much so that the simple but yet time‐tested wisdom enunciated in the Holy Bible is conveniently brushed aside or overlooked. The guiding principles highlighted in the paper suggest that this should not be the case. Instead, modern management concepts should be synthesised with these guiding principles to attain managerial efficacy.

Trade Unions in the Hotel and Catering Industry: The Views of Hotel Managers

Given the principal characteristics of hotel and catering industry employment – low pay, low job security, high labour turnover, often arbitrary management – it is a matter of some interest that the industry is unionized to only a limited extent. Offers a brief summary of the principal reasons advanced for explaining low unionization in the industry before proceeding to focus on the attitudes of hotel managers towards these explanations. Reports research based on interviews with managers in Scotland, during which individuals were asked to respond to a range of points with a view to ascertaining the continuing relevance or otherwise of the findings of previous research. Principal findings are that a tension exists between a general, if reluctant, acceptance of the need, by managers, for union representation in the industry and a belief in their own managerial efficacy which makes unions irrelevant to their particular circumstances.