Role Of Management Practices Research Articles

“Corporate Governance and Financial Performance: The Role Of Management Practices In Enhancing Shareholders’ Value”

“Corporate Governance and Financial Performance: The Role Of Management Practices In Enhancing Shareholders’ Value”

Role of Management Practices in Apparel Company-A Case Study analysis

For any established company for his or her property growth, the implication of management ideas is additionally vital. The qualitative aspects of environmental factors should be thought-about for structure success. The study focuses on the problems regarding the attire company of recent Zeeland, which had started a number of years gone and strived to deliver the products to their customers at low costs. Completely different ways and implications of management ideas to succeed in the international customers supported the historical read mentioned.

Role of management practices and their effects on firm performance: Emerging market context

AbstractUnconventional factors are usually ignored in their influence on the firm's performance. The study develops a fundamental model to evaluate the role of management on firm's performance by assessing strategic flexibility, knowledge management, corporate governance, firm's resilience, and adoption of information, communication, and technology on firm's performance. The results suggest that the adoption of information, communication, and technology followed by corporate governance significantly influences a firm's performance. It also indicates that the quality of products and workplace training significantly enhance the firm's performance. This study suggests that academicians should look beyond the usual factors that influence firm performance in a volatile, uncertain, complex, and ambiguous world.

The role of management practices in acquisitions and the FDI location decision

AbstractThis paper investigates how management practices as intangible transfers are associated with the performance of multinational business groups. Differences in the management level across source countries are predictive for multinationals’ investment patterns for a given destination country. This study argues that acquisitions are a means to transplant management practices from parents to affiliates abroad. It finds that better‐managed parents decrease employment and increase productivity post‐acquisition. The productivity gains are driven by targets with less‐developed management practices and by targets of larger parents. Better‐managed parents are also more likely to install or retain a manager from the parent country post‐acquisition.

A Study on Emerging Management Practices of Renewable Energy Companies after the Outbreak of Covid-19: Using an Interpretive Structural Modeling (ISM) Approach

The role of management practices in the success of renewable energy organizations is not negligible because management practices are the backbone of any organization. Energy organizations are facing drastic environmental issues; therefore, the sector inevitably requires environment- friendly production, which is only possible through the deployment of concurrent management practices because sluggish management practices lead to dormancy and inadequate performance. This study investigates the emerging management practices that will enable the renewable energy sector to fulfill the current demands of the market, especially after the outbreak of the Covid-19 pandemic. This research deployed a qualitative research methodology that is grounded in the interpretivism research paradigm. Interpretive structural modeling (ISM) was applied due to the extent of its logical thinking, and its ability to address complex issues and disseminate results precisely. Data were collected through primary (structured and unstructured interviews) and secondary sources (literature reviews published in the last 10 years). Interviews of top- and middle-level managers working in the renewable energy sector of developing countries were conducted. The findings of the study postulate that the implementation of knowledge management practices and policy changes are the key influencing factors to achieve sustainable organizational performance. Decentralization also has the potential to influence and navigate the organizational performance of energy companies. The findings of the research advocate innovative practices for the energy sector that influence organizational performance. The qualitative findings of the study suggest that emerging practices, including knowledge management practices and decentralization, may proliferate organizational growth and development. The novel framework of the study implies that organizations should work progressively in deploying emerging management practices such as establishing a central response hub to avoid delays under the umbrella of resilience leadership.

Business group persistence and institutional maturity: the role of management practices

AbstractA widely accepted account of business group (BG) functioning suggests that this common corporate form will dismantle and restructure with the progressive maturity of market-supporting institutions. However, even in mature institutional settings, BGs appear to persists and thrive. We hypothesize that BG persistence arises from an evolving competitive advantage because their competitive advantages with certain types of management practices do not decay with institutional development. We test our hypothesis with data assembled in the World Bank Enterprise Surveys (WBES). Empirical results show that several bundles of management practice differentiate BG affiliates and independent firms in the early phase of development but become less prominent at later stages. However, some of the differences in management practice bundles disappear, but others continue to differentiate independent firms and group affiliates in mature institutional jurisdictions.

Instagram: its roles in management of Islamic banks

Purpose This study aims to explore Instagram’s role in management practices of Islamic banks, particularly in Indonesia. The facts that presently Instagram is one of the fastest-growing social media platforms globally and Indonesia has the fourth highest number of Instagram users make this study increasingly relevant to observe how Instagram assists businesses in training trust by engaging users through visual content. Design/methodology/approach A comparison and an analysis of nine Indonesian Islamic banks’ use of Instagram was conducted, considering whether Instagram can potentially serve as a low-cost channel to promote the products and services of Islamic banks to a broader audience, including strategies that work/do not work well to be applied in managing the banks’ Instagram accounts. This aim also aligns with Islamic banks’ desire to boost market share, particularly in Indonesia, which has the largest Muslim population globally. Findings In the course of qualitative research, this study finds that the nine Islamic banks use Instagram for marketing and promotional activities, which boosts engagement with current and potential customers, provides better information access and promotes the banks’ brand identity publicly. Despite these achievements, most Indonesian Islamic banks still tend to use Instagram as a one-way rather than a two-way communication channel, reflecting the findings of previous studies. Originality/value There is little guidance about social media’s role in management practices of financial institutions in general and even less for Islamic banks; hence, we summarize how Islamic banking practitioners and business leaders use Instagram to enhance public engagement. Furthermore, because Islamic banks have unique characteristics that distinguish them from their conventional counterparts, we also review aspects of Sharia-related compliance related to social media use (particularly Instagram) at Islamic banks.

Weak disposability in nonparametric production analysis: A new taxonomy of reference technology sets

Adequate modeling of undesirable outputs in production processes plays an important role in management practice. Nonparametric models that assume jointly weak disposability of desirable and undesirable outputs have become prevalent in the literature although a consensus on how to implement this axiom has not been reached yet. Particularly, there is still an unresolved debate on whether to use a single or multiple scaling factors when applying weak disposability to real datasets in practice. In this paper, we shed some new light on the debate from various theoretical and practical viewpoints including disposability, convexity, returns to scale, and computational issues. Furthermore, we introduce a new model and unveil some interesting properties of the current ones, which then help to construct a comprehensive taxonomy of reference technology sets for activity analysis models under variable returns to scale.

National Culture for a Participatory Time-driven Activity Based Costing: A Conceptual Framework and Research Agenda

National culture has a well-recognized role in management practices especially in shaping participatory decision-making processes (PDM). The article aims to provide a conceptual framework where national culture is considered as a potential moderator in a PDM when designing a Time-Driven Activity Based Costing (TDABC). The purpose is to identify a set of dimensions when designing time equations, on which the costing system is based on, to be then linked to national culture. Moreover, a research agenda is also presented in order to validate the proposed framework, outlining directions for futures research as well as managerial implications.

差序式领导：研究现状与发展方向

近期有研究指出，在华人企业中存在着一项较为特殊的差序式领导风格，它指的是华人领导者会据亲、忠、才的标准将部属归类，将部属区分为自己人与外人，并对自己人部属给予偏私对待的领导风格。文章回顾了差序式领导的研究起源、员工归类标准与管理行为、差序式领导与西方领导理论之间的区别、差序式领导的测量，以及它对部属和团队效能的影响效果，并对未来的研究方向进行了讨论。 As a specific leadership style in Chinese business organizations, differential leadership refers to leaders’ behavior in categorizing employees into insiders and outsiders on the basis of three core criterions (guanxi, loyalty, and competency), and managing them differently in accordance with such classification. It has been argued that differential leadership plays a unique role in management practices, and has significant impacts on subordinate and team effectiveness. In order to make more researchers become acquainted with differential leadership, this study summarized differential leadership’s definition, employee categorization, measurement and its influence on subordinate and group effectiveness.

Impacts of sugarcane agriculture expansion over low-intensity cattle ranch pasture in Brazil on greenhouse gases

Sugarcane is a widespread bioenergy crop in tropical regions, and the growing global demand for renewable energy in recent years has led to a dramatic expansion and intensification of sugarcane agriculture in Brazil. Currently, extensive areas of low-intensity pasture are being converted to sugarcane, while management in the remaining pasture is becoming more intensive, i.e., includes tilling and fertilizer use. In this study, we assessed how such changes in land use and management practices alter emissions of greenhouse gases (GHG) such as CO2, N2O and CH4 by measuring in situ fluxes for one year after conversion from low-intensity pasture to conventional sugarcane agriculture and management-intensive pasture. Results show that CO2 and N2O fluxes increased significantly in pasture and sugarcane with tillage, fertilizer use, or both combined. Emissions were highly variable for all GHGs, yet, cumulatively, it was clear that annual emissions in CO2-equivalent (CO2-eq) were higher in management-intense pasture and sugarcane than in unmanaged pasture. Surprisingly, tilled pasture with fertilizer (management-intensive pasture) resulted in higher CO2-eq emissions than conventional sugarcane. We concluded that intensification of pasture management and the conversion of pasture to sugarcane can increase the emission factor (EF) estimated for sugarcane produced in Brazil. The role of management practices and environmental conditions and the potential for reducing emissions are discussed.

The Role of Management Practices in Organizing the Firm

This symposium explores both drivers to variation in the success and adoption of management practices and the impact of management practices on firm performance. The first paper sets the tone of th...

The role of management practice and business environment in promoting firm innovativeness

The aim of this research is to identify the relationships between management practices and firm innovativeness on the one hand and business environment and firm innovativeness on the other. The research subject is the new management practices explored through two sides of the coin of management, like innovative management functions and roles, factors of dynamic business environment and organization innovation rate. The methodology that was used includes the application of statistical methods such as Spearman's correlation and MANOVA. Relying on data from 50 large organizations in Serbia, this study shows that, as well as some managerial roles, innovation-oriented planning, staffing leading and controlling stand in positive correlation to higher firm innovativeness. Furthermore, it explains differences in the degree of firm innovativeness depending on the nature of planning, staffing and leading. Given that firms usually operate in a dynamic business environment, empirical results regard changes in customer preferences, competition and technology as important contingency factors of firm innovativeness. The obtained results are useful for encouraging innovative ways of doing business which can be the base for developing a practical framework of new management practices which enhance firm innovativeness. However, empirical studies investigating the relative importance of innovative management practices are scarce, and therefore our study will attempt to fill the gap and open the way for further research into this area.

"Location, Location, Location: A Geographic Perspective on Innovation Adoption Bandwagons"

The proximity of firms has historically played a significant role in management practice and research, yet effective assessment of its impact has been cumbersome due to lack of available research t...

Manajemen Berbasis Nilai, Studi Atas Penerapan Manajemen Berbasis Nilai

The study on the practice of value-based management was conducted at Binus University.This study is a single case study that uses qualitative method and snowball sampling technique.Data was collected through observation, interviews, in-depth interviews, and documentation. Researchers then conducted an analysis and interpretation of data related to values-based management practice and it’s impact on sustainable competitive advantage of Binus University.
 This study states us that value-based management plays an important role in management practices contained at Binus University as a public institution. Value-based management is implemented through two complementary stages: (1) value creation as the initial process of values institutionalization ​​in management practices, and (2) value management as an effort to maintain and incorporate those values ​​to a character on a personal level, and culture at the organizational level. The results further show us that value based management have a significant impact to sustainable competitive advantages of Binus University, which can be seen from the achievements of the institution, a high level of public trust, as well as the interest of the company to graduate students of Binus University.

The human aspect of cross-border acquisition outcomes: The role of management practices, employee emotions, and national culture

Employee emotions have received little attention in the literature on M&A outcomes. As acquisitions are highly emotional events for the employees of the acquired organization, strong affective reactions may emerge resulting in positive or negative work-related outcomes, contributing to the success or failure of an M&A. Building upon the model proposed by Sinkovics et al. (2011) International Business Review, 20(1), 27–47, we examine the effects of managerial communication, managerial support, and three cultural dimensions on employee emotions, which in turn influence employee intentions and behaviors. Our study examines these relationships utilizing a cross-country sample of 158 employees in three organizations which all were acquired by the same corporation. Our findings reveal that managerial support influences the employees’ emotions as well as active resistance behavior. While managerial communication did not influence the employees’ emotions, it has a direct effect on the employees’ passive resistance behavior. Though cultural dimensions have only a limited effect on the employees’ emotions, all three proposed cultural dimensions have significant direct effects on the employees’ work-related outcomes, such as turnover intention.

Influence of eco-innovation on Indian manufacturing sector sustainable performance

Manufacturing firms are striving to improve their sustainable performance in order to satisfy multiple stakeholders. Eco-innovation is a promising approach that decreases environmental impact and helps firms to increase their business value. There are several antecedents which help the firms to innovate and improve their triple bottom line performance. Among the antecedents, management and innovative practices are directly related to eco-innovation. It is not well known what practices and innovations help the firms to eco-innovate as well as to improve sustainable performance. Hence, the research objective of this paper is to identify the suitable combination of management and innovative practices that help firms to eco-innovate as well as to achieve overall sustainable performance. The paper develops an eco-innovation conceptual model which relates the management and innovative practices (antecedents) and overall sustainable performance (consequences) of eco-innovation using institutional theory. Using Indian manufacturing sector’s empirical data and Structural Equation Modelling (SEM) approach, this paper determines the effect of eco-innovation’s antecedents and consequences. In the Indian context, this study suggests that the role of management practice is more significant towards eco-innovation than innovative practices. The results reflect practitioners’ view on how to increase innovation rate and to focus more on social aspects. The finding suggests that training on environmental related practices could tackle innovation and social aspects in the Indian manufacturing sector context.

Preventing injuries in workers: the role of management practices in decreasing injuries reporting

Researchers have found that management safety practices may predict occupational injuries and psychological distresses in the workplace. The present study examined the perception of management safety practices related to injuries reporting and its dimensions among workers of Isfahan Steel Company (ESCO). A self-administered anonymous survey was distributed to 189 workers. The survey included demographic factors, management safety perception, injuries reporting and its components (physical symptoms, psychological symptoms, and injuries). The data were analyzed by Multivariate and correlation techniques. The results showed that: 1) there were significant correlations between management safety perception with injuries reporting and its two dimensions namely physical and psychological symptoms; 2) there was no significant relationship between management safety perception and injury; 3) in Multivariate analysis, management safety perception significantly predicted about 26%, 19%, and 28% of the variances of variables of injuries reporting, physical symptoms, and psychological symptoms respectively (P< 0.01). Improving employees' perception of management safety practices can be important to prevent the development of job injuries and to promote workers' safety and well-being.

MetricM: a modeling method in support of the reflective design and use of performance measurement systems

Performance indicators play a key role in management practice. The existence of a coherent and consistent set of performance indicators is widely regarded as a prerequisite to making informed decisions in line with set objectives of the firm. Designing such a system of performance indicators requires a profound understanding of the relations between financial and non-financial metrics, organizational goals, aspired decision scenarios, and the relevant organizational context--including subtleties resulting from implicit assumptions and hidden agendas potentially leading to dysfunctional consequences connected with the ill-informed use of performance indicators. In this paper, we investigate whether a domain-specific modeling method can address requirements essential to the reflective design of performance measurement systems, and which structural and procedural features such a method entails. The research follows a design research process in which we describe a research artifact, and evaluate it to assess whether it meets intended goals and domain requirements. In the paper, we specify design goals, requirements and assumptions underlying the method construction, discuss the structural specification of the method and its design rationale, and provide an initial method evaluation. The results indicate that the modeling method satisfies the requirements of the performance measurement domain, and that such a method contributes to the reflective definition and interpretation of performance measurement systems.

Developing a Better Understanding of Resort Management: An Inquiry into Industry Practices

The resort industry is a distinctive and dynamic segment of the hospitality industry, producing a unique environment where managers must deal with a wide range of unique issues. Prior research into the area of resort management has been limited in scope with limited investigation into the underlying reasoning behind management practices. Furthermore, research has not attempted to identify distinctive practices specific to resorts. This addresses these areas of concern by examining current techniques and identifying underlying management themes. To complete this analysis, qualitative data relating to how management deals with consumers, employees, and general operations were collected from resort executives. In all, 21 areas of management responsibilities are discussed with two overarching themes guiding management decisions. First, using a family- or team-oriented approach was identified as playing a significant role in management practices. Second, ensuring quality customer experiences rather than just service quality was imperative. Discussion elaborates on these themes, their impacts on resort management, and the need for future research.