Relevant bibliographies by topics / Managerial impact

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Managerial impact'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Managerial impact"

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V. De Leon, Myra. "Impact of managerial communication, managerial support, and organizational culture difference on turnover intention: A tale of two merged banks." Problems and Perspectives in Management 18, no. 4 (2020): 376–87. http://dx.doi.org/10.21511/ppm.18(4).2020.30.

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Mergers and acquisitions are critical mechanisms for promoting the stable and effective production of the financial sector, and an effort to improve the strategic edge of financial institutions. M&A process also entails a high degree of confusion, which can be difficult for the workers. This study was conducted in the Philippines to examine the differences in the employees’ opinion in managerial communication, managerial support, and organizational culture difference relative to employee turnover. It also seeks to determine if the socio-demographic profile of respondents has a significant influence on turnover intention. The sample in this study is determined using a purposive sampling method. A total of 350 questionnaires are complete and feasible to analyze where 250 respondents belong to Bank A, and 100 respondents belong to Bank B. Using Levene-Welch post-hoc multiple comparison and binary logit regression with bootstrap, the findings revealed that managerial communication, managerial support, and organizational culture were associated with turnover intention. Further, the findings revealed that turnover intention differs per demographic profile. Therefore, management is to develop a post-merger integration plan, ensuring to attain competitive advantage and successful mergers and acquisitions.
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Kráčmar, Jan, and Miroslav Uhliar. "THE IMPACT OF CONTROL PROCESSES ON MANAGERIAL DECISION MAKING." Problems of Management in the 21st Century 3, no. 1 (2012): 43–52. http://dx.doi.org/10.33225/pmc/12.03.43.

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Control and managerial decision function activities have an important share in the managerial work. The paper The Impact of Control Processes on Managerial Decision Making describes the share of managerial control and decision function on the total managerial work. It also evaluates the influence of control activities on the decision making functions of different -level managers in questioned companies doing business in Slovak Republic. The results were obtained thanks to the surveying method. 392 participants took part in the research, which was made in two phases (in 2008 and 2010). The findings show the importance of managerial functions of control and decision making. They identify over 21% of control function- and almost 30% of decision making function share on total managerial work. There were discovered, many positive effects of control function on managerial decision making, while only few and insignificant negatives were identified. Key words: manager, control function, managerial decision making, evaluation, manager job content.
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Caemmerer, Barbara, Jobst Goerne, and Jay P. Mulki. "Consequences of managerial indecisiveness." International Journal of Bank Marketing 39, no. 6 (2021): 1025–45. http://dx.doi.org/10.1108/ijbm-11-2020-0544.

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PurposeIn a banking context, this study applies uncertainty management theory (UMT) to test the impact of managerial indecisiveness on salespersons' trust in their manager, perceived role ambiguity and turnover intentions. In addition, the moderating role of managers' leadership style on the link between indecisiveness perceptions and role ambiguity is tested.Design/methodology/approachA questionnaire was distributed among customer facing employees from a multinational bank in one of the large metropolitan cities in India. In total, out of 360 questionnaires distributed, 255 responses were coded for analysis resulting in a response rate of 71%. Structural equation modeling, mediation and moderation analyses were applied.FindingsPerceptions of managerial indecisiveness strengthen role ambiguity, which negatively impacts trust in the manager, which in turn increases turnover intentions. The level of participative leadership moderates the link between indecisiveness and role ambiguity.Originality/valueThis is one of the first studies in the sales literature that examines how managerial indecisiveness, role ambiguity and trust in the supervisor can impact salespersons' turnover intentions. Thus, this research makes a useful contribution by examining how managers' decision-making style can shape employee cognition and behavior at the workplace.
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Tran, Loan Thi Kim, and Hung Nguyen Bui. "IMPACT OF MANAGERIAL FACTORS ON FIRM PRODUCTIVITY." Science and Technology Development Journal 12, no. 15 (2009): 73–86. http://dx.doi.org/10.32508/stdj.v12i15.2350.

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This study evaluates the impact of managerial factors on firm productivity and the relationship between them. SEM (Structural Equation Modeling) results indicate that managerial factors (including top management commitment, human resources training, production management, customer orientation and organisational communication) explain 55% the variation in firm productivity. The results demonstrate a statistically significiant positive relationship between top management commitment and human resources training (1835), production management (.714). In adition, there is a significiant correlation between managerial factors. Implications for managers and directions for future research are also discussed.
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Cseh, Maria. "The Impact of Globalization on Managerial Learning." Advances in Developing Human Resources 1, no. 4 (1999): 55–68. http://dx.doi.org/10.1177/152342239900100406.

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Deshpande, Satish P., Jacob Joseph, and Rashmi Prasad. "Impact of Managerial Dependencies on Ethical Behavior." Journal of Business Ethics 83, no. 3 (2007): 535–42. http://dx.doi.org/10.1007/s10551-007-9637-4.

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Jayashri Rodge, Madhuri Kulkarni, and Manjusha Revanwar. "Impact Analysis of Developed Managerial Intervention Package." International Journal of Current Microbiology and Applied Sciences 10, no. 6 (2021): 393–99. http://dx.doi.org/10.20546/ijcmas.2021.1006.041.

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STAN, Cristina. "The impact of managerial competencies on the managerial performance in the educational system." Annals of "Spiru Haret". Economic Series 15, no. 1 (2015): 33. http://dx.doi.org/10.26458/1514.

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The concept of competence in science education is in the midst of individual and collective performance. The complexity of the activity of running school has found a certain specific of its management that is materialized in two dimensions of the school activity: the variety of categories of staff and the interpersonal relationship, culture and work climate. All these result in the formation and development of a set of skills specific to the managerial field and necessary to the director of school in performing different roles sprung from this activity.
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Kohnová, Lucia, and Nikola Salajová. "Industrial Revolutions and their impact on managerial practice: Learning from the past." Problems and Perspectives in Management 17, no. 2 (2019): 462–78. http://dx.doi.org/10.21511/ppm.17(2).2019.36.

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Technological changes that come with industrial revolution have largely affected businesses, as well as society. With the current technological shift and Fourth Industrial Revolution, many questions arise regarding the impacts and effects on current ways businesses operate. This study presents a retrospective analysis and overview of previous industrial revolutions. The aim of the retrospective analysis is to identify common characteristics that may lead to lessons learned for the forthcoming Fourth Industrial Revolution and thus complement the current debate on technological change. All previous industrial revolutions have led to change in business environments and new challenges for managers and owners. The findings show that all previous revolutions have led to increase in the number of service jobs created. The key approach of successful countries during the times of industrial revolution has included education as the source of new skills and knowledge necessary for adaption. Countries that were able to produce high skilled people could not only invent, but also adapt to new technologies sooner than others. Similarly, these approaches included introduction of new managerial practices in order to be able to utilize new technologies and new skilled workers effectively. The research article processes secondary data together with literature review on this topic.
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Eriksson, Tor. "The managerial power impact on compensation – some further evidence." Corporate Ownership and Control 2, no. 3 (2005): 87–93. http://dx.doi.org/10.22495/cocv2i3p9.

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The aim of this paper is to test the managerial power hypothesis more rigorously than in previous studies by: testing it against the compensating wage differentials explanation, using both cross-sectional and longitudinal data, and adopting two alternative measures of managerial power; a frequently used indirect one, and a more direct power indicator. The results of analysis show that despite introducing individual characteristics, when using two or three alternative measures of managerial power and when estimating the managerial compensation model on cross-sectional as well as longitudinal data (the later allowing me to cater for unobserved heterogeneity), the power variables continue to obtain positive and statistically significant co-efficient estimates.
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Dissertations / Theses on the topic "Managerial impact"

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Karasamani, Isabella. "The impact of managerial traits on corporate investment." Thesis, Durham University, 2018. http://etheses.dur.ac.uk/12901/.

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This thesis examines the impact of the firm’s dominant structure and ability on corporate, financing and investment activities. Particularly, CEO duality is examined as a structure whose power and board supremacy provides a single agent with highly centralized power. Second with the use of Demerjian et al. (2012) managerial ability index, CEO managerial ability is quantified and assessed in the context of corporate activity and performance. The empirical analysis shows that the impact of CEO duality engages to misallocations which affect investment efficiency and verifying that such regime increases unprofitable investment which is detrimental to the firm value. Furthermore, this thesis provides strong support that the adverse impact of CEO duality on investment efficiency prevails only among firms that face high agency problems, as captured by high free cash flows, firm complexity, staggered board structure, low board independence, and medium-sized board. However, CEOs’ equity-based compensation, high managerial ability, as well as the occurrence of externally promoted CEO curb the negative effect of CEO duality on internal capital allocation efficiency. Furthermore, this thesis evinces a positive relation between pre-crisis managerial ability and crisis period investments. This occurs because of the capacity of firms with higher pre-crisis managerial ability to secure greater financing and to keep their firms less vulnerable to financial constraints, which in turn help mitigate severe underinvestment problems evident during the financial crisis. Interestingly, the positive relation between managerial ability and investments holds only for firms with CEOs who have general managerial skills (generalists) rather than firm-specific skills (specialists). When looking at the value implications of the main findings, it is observed that the stock market positively assesses crisis period investments, yet this effect is solely evident among firms characterized by high levels (i.e., above-median) of pre-crisis managerial ability. Overall the evidence in this thesis informs, for the first time, the agency theory regarding the mechanism through which CEO duality is destructive for internal capital markets and firm value, and sheds light on the importance of certain moderators that can mitigate the negative impact of CEO duality on investment allocation and efficiency. Regarding the management team as a whole, the findings of this thesis show that managerial ability can ameliorate inefficiencies during distress times, through gaining access to more resources, investing at greater levels and more efficiently than less able peers, thus, adding to the value of firms.
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Ma, Hung-tao Helene. "The impact of managerial reform on social service NGOs." Click to view the E-thesis via HKUTO, 2007. http://sunzi.lib.hku.hk/hkuto/record/B38645798.

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Ma, Hung-tao Helene, and 馬紅濤. "The impact of managerial reform on social service NGOs." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2007. http://hub.hku.hk/bib/B38645798.

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Nigh, Silvia. "The Managerial Impact on Small Business Global Supply Chain." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3360.

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In a global economy, companies that are able to engage in international trade may have a competitive advantage over others. Increased globalization is also increasing the demand for effective global supply management practices. Building on Lorenz's chaos theory, this instrumental case study explored the strategies that 4 senior managers from small and medium-sized enterprises in Indianapolis, Indiana used to reduce disruptive vulnerabilities in the supply chain continuum. Review of company documents served as the second data collection method. Rowley's 3-step analysis guided the coding process of the interview data, and the trustworthiness of interpretations was enhanced through methodological triangulation of company records. Findings revealed 3 strategies that these senior managers relied on for remaining strategically competitive in a global environment: understanding the communication challenges and addressing the issues, risk mitigation, and human capital management. Findings from this study may contribute to business practice and social change by providing business leaders with information about effective strategies to remain competitive or to explore international ventures while focusing on environmental causes. Sustainable practices lead to cost reduction for the organizations and a cleaner environment for the surrounding community.
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Tamkin, Penny. "The impact of whole-person development programmes on managerial learning." Thesis, University of Brighton, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311440.

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This thesis explores the impact of whole-person development programmes on the development of managers. The research on which this thesis is based is in two stages. The initial stage compared the ways in which personal development plans were created in 14 organisations and identified that the means by which the plans were created had a significant effect on the enthusiasm and commitment of the learners. This led to a review of management development programmes to try and identify in more detail the factors that influence impact and outcomes. Interviews were conducted with 55 individual learners, 11 subordinates and 21 line managers and explored how these managers learnt, what they learnt and what impact this learning had on them and their organisations. These participants came from five case study organisations who provided a range of management development opportunities. The learning that seemed to have had most significant impact centred around 'soft skills'. This is particularly interesting because it is these soft skills that have proved to be difficult to develop and assess. There emerged some key themes that help explain these changes. The first step in this journey of development is that managers should know themselves. Much management development focuses on the external world and the development of knowledge and skills that are 'out there' - understanding budgets, where business strategy comes from, what a good appraisal looks like and so on. The really effective managementdevelopment programmes placed considerable emphasis on the internal world. This development of the internal world focuses on both knowledge and skills - what are my strengths and weaknesses, how do I normally react when put under pressure, what techniques can I use to overcome my reluctance to deal with conflict? Two processes appear to be essential if individuals are to develop greater internal skills and self-knowledge: feedback opportunities and support mechanisms. Those that have received structured feedback within a supportive and trusting environment have used this to change themselves for the better, becoming more proactive, more self-confident and more empathic in their dealings with others. Feedback can play a positive role in enhancing self-esteem through increasing selfknowledge. However feedback is not always welcomed. In an unsupported environment, feedback can be perceived as threatening when it tells the individual something that they did not know about themselves and are not ready to integrate into their selfknowledge. In these circumstances a vicious circle is set up. Support from those that the learner has come to trust appears to be crucial if feedback is to be warmly received. Once an individual has integrated such feedback into their selfknowledge and accepted it, there would appear to be an increase in the value attached to feedback and the desire to seek it out
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Sun, Weihan. "The impact of the Balanced Scorecard on managerial decision making." Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/36763.

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The purpose of this study is to determine whether the Balanced Scorecard provides guidance to managerial decision making in Company M. The impetus for this study came from the observations within Company M which is in the process of completing a restructuring programme. Several areas have already completed the transition. Performance measurement has become a crucial factor under the new structure and managers are making use of the Balanced Scorecard to evaluate performance, this begs the question: “ Does the Balanced Scorecard provide effective guidance to managerial decision making? “ To facilitate an objective and effective analysis of the proposed research an extensive literature review was conducted. The Balanced Scorecard is defined, the evolution of the Balanced Scorecard was observed and the preference for the uses of the Balanced Scorecard was examined in detail. This should provide a fair overview of the functionality of the Balanced Scorecard and the intended purpose it was designed to fulfil. However the literature review does not look at any specific company in detail therefore in order to investigate further from the findings of the literature review an empirical study was conducted. The research method used in the research design was a case study; the results were both structured and quantitative. The case study is purely focused on the management and operating activities of a single company (Company M). Therefore the results of the practical research should not be associated with any other company. From a theoretical perspective, the research was conducted in the form of a desktop analysis of literature content ranging from: case studies, existing research papers and published articles. For the empirical study a survey was used to gather information by the distribution and completion of a questionnaire to individuals at all levels of management within the company.<br>Dissertation (MCom)--University of Pretoria, 2013.<br>gm2014<br>Financial Management<br>unrestricted
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Yonnedi, Efa. "Impact of Privatisation on Organisational Change and Managerial Practices in Indonesia." Thesis, University of Manchester, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509054.

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Ali, Abbas Hussein. "The impact of national cultures and interpersonal factors on managerial communication." Online version, 1988. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.235137.

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Ali, Abbas H. "The impact of national cultures and interpersonal factors on managerial communication." Thesis, Aston University, 1988. http://publications.aston.ac.uk/12178/.

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This study was undertaken for two primary purposes. The first was to discover whether or not two of the four cultural dimensions depicted by Hof-stede (1980), namely Power Distance and Uncertainty Avoidance, could be repeated using samples from seven organizations operating in three distinct cultural settings. The second was to assess the degree to which these dimensions affect superior-subordinate communication across the culturally-different groups. Also, the impact of the three interpersonal factors: Trust in Superior, Upward Influence and Mobility Aspirations was investigated cross-culturally. Participants were 291 managers from seven organizations; four Sudanese, two white British and an organization in Britain run by a group of British citizens of Pakistani extraction. It was hypothesized that the Power Distance and Uncertainty Avoidance of the three groups would replicate Hof-stede's. Specific implications of these dimensions for organizational communication and in particular for superior-subordinate communication were also hypothesized. Multiple regression analyses were performed with items of the two cultural dimensions and the three interpersonal factors (each in turn) forming the independent variables, while the organizational communication aspects formed the dependent variables. T-tests between means were also used to compare and contrast issues such as directionality of information flow across organizations operating in these settings. Work-related values of each of the three cultural groups provided support for Hofstede's model. However, only tentative support was given to the hypothesized relationships between the cultural dimensions and organizational communication. Similarly, weak associations were found between the three interpersonal factors and superior-subordinate communication behaviour. Some practical and theoretical implications are offered. An evaluation of the study and recommendation for further research are also given.
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Ibel, Maximilian [Verfasser]. "The Impact Of Personal And Managerial Traits On Firm Value / Maximilian Ibel." Wuppertal : Universitätsbibliothek Wuppertal, 2014. http://d-nb.info/1063114411/34.

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Books on the topic "Managerial impact"

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Ali, Abbas Hussein. The impact of national cultures and interpersonal factors on managerial communication. Aston University. Management Centre, 1988.

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David, Julie Smith. The impact of purchasing on financial performance. Center for Advanced Purchasing Studies, Arizona State University Research Park, 1999.

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Pearce, Jone L. Managerial compensation based on organizational performance: A time series analysis of the impact of merit pay. Graduate School of Management, Public Policy Research Organization, University of California, Irvine, 1985.

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The subprime crisis and its impact on financial and managerial environments: An unequal repercussion at European level. Cambridge Scholars Pub., 2012.

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Spangenberg, John F. A. Economies of atmosphere: The joint impact of scale, scope and atmosphere on scientific performance in clinical medicine and economics. Van Gorcum, 1989.

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Óskarsson, Gunnar. Utilizing external information in continuous innovation processes: The impact of managerial IT skills and supportive capabilities on the innovativeness of multinational companies. Faculty of Business, University of Iceland, 2011.

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Office, General Accounting. Financial management: Impact of RUS' electricity loan restructurings : report to congressional requesters. The Office, 2000.

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Galinovskaya, Elena, Elena Boltanova, Gennadiy Volkov, et al. Zones with special conditions of use of territories (problems of the establishment and implementation of the legal regime). INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1080400.

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The peculiarities of the modern spatial development necessitated the development of organizational, managerial and legal measures to reduce the risks of neighbourhood objects that have a negative impact on humans and the environment, as well as to strengthen the protection of especially dangerous or sensitive objects. &#x0D; Introduction to the Land code of the Russian Federation the concept of "zones with special conditions of use of territories" is one of the promising solutions to the above tasks and is aimed at ensuring sanitary and epidemiological welfare of the population, industrial safety, safety in operating all types of transport, defence and state security, environmental protection etc.&#x0D; The Handbook describes the concept and the legal nature of the zones with special conditions of use of territories as a new category, which should become a full part of fur-&#x0D; the mechanism of the land law regulation. Describes the evolution of national legislation on conservation and protection zones, the analysis of the regulation of similar zones in foreign legislation. Special attention is paid to General issues of the legal regime of these zones, the specifics of their establishment and accounting.&#x0D; Researched legal requirements for the adherence of all types of zones with special conditions of use.&#x0D; For practitioners and specialists in the field of state and municipal administration, scientific workers and lecturers of higher and secondary professional educational institutions, students, graduates, and also for a wide range of readers.
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D, Ramsey Gerald, ed. The Impact of zero base budgeting on managerial behavior. Hofstra University, 1986.

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Tamkin, Penny. The impact of whole-person development programmes on managerial learning. 2000.

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Book chapters on the topic "Managerial impact"

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Meisel, Stephan. "Managerial Impact of Anticipatory Optimization." In Anticipatory Optimization for Dynamic Decision Making. Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0505-4_9.

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Kleszczowski, Julien, and Nathalie Raulet-Croset. "Social Impact Measurement as a Dynamic Process: A Study in a French Non-profit Organization." In Materiality and Managerial Techniques. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_13.

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Shearer, Christine, Stewart Clegg, and Judy Johnston. "The Impact of Contemporary Management Ideas: Their Influence on the Constitution of Public Sector Management Work." In Materiality and Managerial Techniques. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_5.

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Abe, Naohito, and Ichiro Iwasaki. "Impact of Corporate Governance and Performance on Managerial Turnover." In Organization and Development of Russian Business. Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230249493_6.

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Kumar, Rajesh, and Anand Kumar Sethi. "Cultural Portrait: Impact of Hinduism on Indian Managerial Behavior." In Doing Business in India. Palgrave Macmillan US, 2005. http://dx.doi.org/10.1007/978-1-4039-8057-1_4.

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Yegin, Emine Banu. "The Impact of Advertising on Financial Performance in the Era of Global Economic Crisis." In Managerial Issues in Finance and Banking. Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01387-9_15.

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Pauluzzo, Rubens, and Bin Shen. "Chinese Cultural Roots and Their Influence on Managerial Issues." In Impact of Culture on Management of Foreign SMEs in China. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77881-5_5.

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Abdel-Ghany, Mohamed, Deanna L. Sharpe, and Hisayo Shima. "Household Saving Rate: Impact of Retirement Plan Participation." In Economic, Industrial and Managerial Coordination between Japan and the USA. Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-22445-6_7.

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de Treville, Suzanne, Ulrich Hoffrage, and Jeffrey S. Petty. "Managerial Decision Making and Lead Times: The Impact of Cognitive Illusions." In Rapid Modelling for Increasing Competitiveness. Springer London, 2009. http://dx.doi.org/10.1007/978-1-84882-748-6_1.

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Wijewardena, Nilupama, Ramanie Samaratunge, and Charmine Härtel. "Managerial Humor and Its Impact on Employees’ Emotions and Psychological Resources." In Managing with Humor. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-3636-2_5.

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Conference papers on the topic "Managerial impact"

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Stuken, Tatiana, Tatiana Lapina, and Olga Korzhova. "IMPACT OF AVAILABILITY OF MANAGERIAL EDUCATION ON THE DEVELOPMENT OF MIDDLE MANAGERS’ MANAGERIAL COMPETENCIES." In 13th International Conference on Education and New Learning Technologies. IATED, 2021. http://dx.doi.org/10.21125/edulearn.2021.1295.

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Junias, Donny Teguh Santoso, Raden Setyo Budi Suharto, and Meyulinda Aviana Elim. "The Impact of Managerial Ownership on Sustainability Accounting." In International Conference on Applied Science and Technology on Social Science (ICAST-SS 2020). Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210424.015.

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Bostan, Rebeca Ioana, Silviu Constantin Nastasia, and Anca Marta Ciobanu. "The Impact of Managerial Accounting Tools in Decision-Making." In International Conference Globalization, Innovation and Development. Trends and Prospects (G.I.D.T.P.). LUMEN Publishing House, 2020. http://dx.doi.org/10.18662/lumproc/gidtp2018/25.

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Çelik, Hilal, Ufuk Özen, and Ebru Bağçı. "The Impact on the Managerial Competences of the Managers Empathy Trends Levels." In International Conference on Eurasian Economies. Eurasian Economists Association, 2019. http://dx.doi.org/10.36880/c11.02233.

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A large share of the concept of "human resource", which has a very important place in the working life, constitutes managers and their behaviors beside the rulers. There are many variables in the managerial competence of managers. In this study, the effects of emphatic tendencies and emphatic skills on their managerial competencies were investigated. In the economic process, which is the ultimate goal of working life, human resources are a great asset. For this reason, the managerial and employee behaviors will directly and indirectly affect this process, so the concept of emphatic tendency is emphasized with the anticipation that the effect on manager performance will be great in this study. The survey found that the differences between managers with high empathy power and managers with less empathy power were not clear as to how their subordinates perceived this difference and reflected on their performance, what sort of consequences they had in solving individual problems of subordinates, job security and motivation and how they worked in the businesses they worked for.
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Sumner, Mary. "The impact of electronic mail on managerial and organizational communications." In Conference Sponsored by ACM SIGOIS and IEEECS TC-OA. ACM Press, 1988. http://dx.doi.org/10.1145/45410.45421.

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Zhang, Li-yan. "Multidimensional managerial coaching behavior and its impact on employee performance." In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4669031.

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van der Merwe, Alta, Aurona Gerber, and Judith van der Linde. "The Impact of managerial Enterprise Architecture decisions on software development employees." In 2013 Enterprise Systems Conference (ES). IEEE, 2013. http://dx.doi.org/10.1109/es.2013.6690093.

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Guo-liang, Huang, Zhang Liang-liang, and Cheng Cong-cong. "A research on the impact of managerial entrenchment on capital structure." In 2010 International Conference on Management Science and Engineering (ICMSE). IEEE, 2010. http://dx.doi.org/10.1109/icmse.2010.5719967.

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Sumner, Mary. "The impact of a multifunction workstation on managerial and organizational communications." In the 1985 ACM annual conference. ACM Press, 1985. http://dx.doi.org/10.1145/320435.320480.

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Ambarwati, Rita, Gogor Handiwibowo, and Rizky Febriansah. "Impact of Outbound Training in Organization Mission Statement: A Managerial Implication." In Proceedings of the 1st International Conference on Business, Law And Pedagogy, ICBLP 2019, 13-15 February 2019, Sidoarjo, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.13-2-2019.2286081.

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Reports on the topic "Managerial impact"

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Gilje, Erik, Todd Gormley, and Doron Levit. Who’s Paying Attention? Measuring Common Ownership and Its Impact on Managerial Incentives. National Bureau of Economic Research, 2019. http://dx.doi.org/10.3386/w25644.

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Malmendier, Ulrike, Geoffrey Tate, and Jonathan Yan. Overconfidence and Early-life Experiences: The Impact of Managerial Traits on Corporate Financial Policies. National Bureau of Economic Research, 2010. http://dx.doi.org/10.3386/w15659.

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Kala, Namrata. The Impacts of Managerial Autonomy on Firm Outcomes. National Bureau of Economic Research, 2019. http://dx.doi.org/10.3386/w26304.

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