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.
Inflation expectations as a policy tool? Coibion, Olivier; Gorodnichenko, Yuriy; Kumar, Saten ...
Journal of international economics,
20/May , Volume:
124
Journal Article
Peer reviewed
Open access
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.
ABSTRACT
This study examines the effect of restrictions on managers' outside employment opportunities on voluntary corporate disclosure. The recognition of the Inevitable Disclosure Doctrine (IDD) by ...courts in the U.S. states in which the firms are headquartered places greater restrictions on their managers from joining or forming a rival company. We find that, on average, the IDD adoption increases the asymmetric withholding of bad news. We further show that the IDD adoption increases the asymmetric withholding of bad news relative to good news for firms whose managers are mainly concerned about losing their current job. However, an opposite effect is observed for firms whose managers are mainly interested in seeking promotion elsewhere. Furthermore, these effects are less pronounced for firms subject to greater monitoring of their disclosure policy. These results suggest that managers' career concerns affect corporate disclosure policy, and the effect varies with the type of career concerns.
JEL Classifications: D82; M4.
As an academic conference, IPPTC aims to provide an ideal opportunity for industry experts, leading engineers, researchers and technical managers as well as university scholars to share ideas and ...research achievements related to petroleum & petrochemical technology and discuss the practical challenges encountered and the solutions adopted. IPPTC is held annually since 2017, it becomes a platform to bridge the knowledge gap covering the whole stream in oil and gas between China and the world. Following the success of IPPTC in previous years, this multi-disciplined conference will be taken place at the same time with China International Petroleum and Petrochemical Equipment Exhibition (CIPPE). This academic conference aims to provide an ideal opportunity for industry experts, leading engineers, researchers and technical managers as well as university scholars to share ideas and research achievements related to petroleum & petrochemical technology and discuss the practical challenges encountered and the solutions adopted. It will create a platform to bridge the knowledge gap between China and the world. List of A full list of committee is available in this pdf.
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