This article reconciles mixed findings about the performance impact of middle managers' strategy involvement. We propose that the relationship between middle managers' adaptive strategy ...implementation—through upward and downward influence—and objective business performance can be curvilinear and contingent on formal and informal structures. Applying a multilevel perspective to social networks, we empirically show that reputational social capital enhances the performance impact of middle managers' upward influence while informational social capital elevates the performance impact of their downward influence. The size of a business unit or region has differntial moderating effects. The curvilinear effects of middle managers' upward influence and reputational and informational social capital on business unit performance reflect paradoxes. We discuss the implications of these findings for strategy implementation research and practice.
The effectiveness of environmental, social, and corporate governance (ESG) ratings has been widely discussed and is often linked to corporate financial performance by academics and practitioners. ...However, a significant research gap remains unexplored, specifically, measuring the underlying mechanisms between ESG ratings and corporate green innovation in developing countries. This study unpacks the quasi-natural experiment based on the 2015 ESG rating of the SynTao Green Finance Agency to investigate how ESG ratings affect corporate green innovation based on data relating to Chinese A-share listed companies between 2010 and 2018. The results show that ESG ratings significantly promote the quantity and quality of corporate green innovation and are mediated by alleviating financial constraints and increasing managers' environmental awareness. In this context, the higher the ESG rating score, the more apparent is the promotion effect. Furthermore, stricter environmental regulations, increased market competition, and companies in their growth period strengthen the association between ESG ratings and green innovation. This study provides scientific evidence for the role of ESG ratings in promoting proactive green innovation and deepening green development in China.
•ESG ratings affect corporate green innovation in emerging markets.•The inspection from the two dimensions of the quantity and quality of green innovation.•The mechanism of action between ESG ratings and green innovation through funds resources and managerial attitude.•Heterogeneous institutional and market influences differently on the relationship between ESG ratings and green innovation.
Inflation expectations as a policy tool? Coibion, Olivier; Gorodnichenko, Yuriy; Kumar, Saten ...
Journal of international economics,
20/May , Letnik:
124
Journal Article
Recenzirano
Odprti dostop
We assess the prospects for central banks using inflation expectations as a policy tool for stabilization purposes. We review recent work on how expectations of agents are formed and how they affect ...their economic decisions. Empirical evidence suggests that inflation expectations of households and firms affect their actions but the underlying mechanisms remain unclear, especially for firms. Two additional limitations prevent policy-makers from being able to actively manage inflation expectations. First, available surveys of firms' expectations are systematically deficient, which can only be addressed through the creation of large, nationally representative surveys of firms. Second, neither households' nor firms' expectations respond much to monetary policy announcements in low-inflation environments. We provide suggestions for how monetary policy-makers could pierce this veil of inattention through new communication strategies as well as the potential pitfalls to trying to do so.
In this study we integrate insights from ‘top‐down’ and ‘bottom‐up’ traditions in organizational change research to understand employees’ varying dispositions to support change. We distinguish ...between change initiation and change execution roles and identify four possible role configurations in which top managers (TMs) and middle managers (MMs) can feature in change. We contend that both TMs and MMs can play change initiation and/or change execution roles, TMs and MMs have different strengths and limitations for taking on different change roles, and their relative strengths and limitations are compounded or attenuated based on the specific configuration of change roles. We subsequently hypothesize employee support for change in relation to different TM‐MM change role configurations. Our findings show that change initiated by TMs does not engender above‐average level of employee support. However, change initiated by MMs engenders above‐average level of employee support, and even more so, if TMs handle the change execution.
Employee silence is detrimental to organizations, and managers high in narcissism may create conditions that indirectly promote employee silence. Drawing on socio‐analytic theory, in three samples ...(Ns = 79, 125, and 119), we investigated whether employees’ perceptions of manager trustworthiness mediated the relation between manager trait narcissism and employee silence, and whether this mediation was moderated by a social skill, apparent sincerity. We found that the three samples largely supported our research model. Manager narcissism lowered employees’ perceptions of manager trustworthiness, which were in turn related to increased employee silence. Whereas the effect of narcissism on trustworthiness perceptions and, indirectly, on employee silence were stronger for managers lower in apparent sincerity, these effects of narcissism were absent for managers high in apparent sincerity.
Practitioner points
Perceptions of manager trustworthiness are a key relational process in dyadic, leader–follower relationships; for example, as our studies show, low trustworthiness predicts employee silence about important issues that may be hampering work/organizational functioning.
Furthermore, our studies show that manager trait narcissism drives employees’ perceptions of their manager’s trustworthiness, and indirectly, employee silence.
The findings highlight the downsides of manager narcissism in dyadic relationships with employees, which prompts guarding against hiring and promoting individuals who are high in trait narcissism to management positions.
Moreover, we find that high narcissism managers who seek to appear sincere, may be successful at mitigating the impact of their narcissism on trustworthiness and silence.
The findings lead us to recommend managers to improve their sincerity impression management skills – not doing so may be particularly detrimental among those who are more narcissistic.
Over the past two decades, sustainable human resource management (sustainable HRM) has emerged as a new approach to human resource management. Sustainable HRM takes a stakeholder-inclusive ...perspective to ensure the sustainable development of organizations along multiple objectives (financial, social, environmental, and organizational). Human resource (HR) managers are key actors in sustainable HRM implementation. However, how these important stakeholders perceive sustainable HRM remains understudied in the growing literature. This qualitative study explores how 32 HR managers in Italy construct the meaning of sustainable HRM and perceive their roles in and the barriers to implementing a sustainable HRM strategy. The findings reveal that Italian HR managers interpret sustainable HRM in line with the triple bottom line sustainability framework but give particular prominence to the social dimension. We develop a framework of HR managers' roles in the sustainable HRM paradigm comprising sustainability strategy owners, social innovators, corporate social responsibility (CSR) partnership architects, genuine employee champions, and administrative experts. Additionally, we develop a model of the barriers to sustainable HRM adoption. This study advances the sustainable HRM literature by providing a contextualized, country-specific understanding of sustainable HRM and frameworks for the roles of HR managers under a sustainable HRM paradigm and the barriers to its adoption.
Aim
To examine how the nurse manager role is represented in the literature on missed nursing care and what is known about the impact of the nurse manager on missed care levels.
Background
The ...literature to date on missed nursing care is focused primarily on structural and organizational antecedents, and on outcomes for patients, nurses and organizations. Very little research exists on the role of the nurse manager in relation to missed care.
Evaluation
A scoping review using studies from four databases was conducted in 2019.
Key Issues
Nurse managers have a role to play in relation to missed nursing care. Greater transparency around missed care, effective leadership skills and supportive relationships with staff can help reduce missed care.
Conclusion
Nurse managers are ideally placed to influence levels of missed care. How they enact their leadership and management roles can help reduce incidents. By paying attention to nurses’ concerns, managers may be better placed to understand levels of missed care.
Implications for Nurse Managers
Guidance for nurse managers on monitoring levels of missed care, and the skills required to influence levels within their units are necessary.
How do senior managers of social mission-driven organizations build and sustain stakeholders' emotional resonance with organizational identity beliefs over time in the face of repeated existential ...threats? This is an important question, given the dependence of many such organizations on external stakeholders who provide the resources necessary for survival. In this paper, we investigate the case of Solidum, a philanthropic organization devoted to poverty causes. Drawing on ethnographic, interview, and archival data over 20 years, we develop a process model showing how senior managers may create and sustain stakeholder emotional resonance through three practices of emotional resonance work: (a) building emotional bridges, (b) enrolling stakeholders in collective soul-searching, and (c) materializing an appealing identity symbol. We show that stakeholder emotional resonance needs to be continually renewed and reshaped in the face of ongoing challenges associated with macro-organizational trends and the routinization of existing practices that can result in the dissipation of emotional resonance over time. The paper contributes to the literature on organizational identity maintenance by drawing attention to the active managerial work required to sustain stakeholder emotional resonance over time to allow mission-driven organizations to survive and prosper.
Industry 4.0, referred to as the fourth industrial revolution, is becoming part of business life and it fundamentally influences the quality of business processes and products. In particular, ...intelligent technologies that are indispensable in this industrial revolution play a dominant role. This paper presents the results of empirical research focusing on the current state with implementing intelligent technologies, which are grouped into four categories: smart devices, identification technologies, localisation/navigation technologies and information technology/robotics. The empirical research was conducted from a large sample of industrial enterprises in the Slovak Republic. All enterprises were multinational companies whose parent companies reside abroad. Another question was what the expectations of quality managers with the deployment of intelligent technologies in 2025 are. Together, we have identified 14 technologies and 26 manufacturing and logistics processes. Based on the difference between the current state of use of intelligent technologies and their future deployment, we can identify their growth potential. This growth is quantified as the difference between the current state of the technology in the process and its future. In addition to the expectations of quality managers, we also determined the direction of product development in technological enterprises.
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