Relevant bibliographies by topics / Managerial influence

Contents

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

Academic literature on the topic 'Managerial influence'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Managerial influence"

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Crotty, Jo. "Managerial Interpretations of Stakeholder Influence." Journal of Corporate Citizenship 2003, no. 9 (March 1, 2003): 67–78. http://dx.doi.org/10.9774/gleaf.4700.2003.sp.00008.

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Pradhan, Rabindra Kumar, and Updesh Kumar. "Cultural Influence on Managerial Thinking." Management and Labour Studies 29, no. 1 (February 2004): 42–64. http://dx.doi.org/10.1177/0258042x0402900104.

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Travaglione, Antonio, Brenda Scott-Ladd, Justin Hancock, and Joshua Chang. "Managerial support." Journal of General Management 43, no. 1 (September 21, 2017): 24–32. http://dx.doi.org/10.1177/0306307017723313.

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This study investigates how Australian employees perceive managerial support and the influence of union membership on their perception of managerial support using data from 4124 employed persons in Australia across a range of industry sectors. The results indicate that employee perceptions of the work environment (control over working hours, job security, pay equity and safety) influence their perceptions of managerial support, regardless of union membership. The findings imply that managers have a critical role to play in supporting the needs of employees, particularly as organizations confront the challenges posed by aging workforces, growing skill shortages and an increasingly diverse and mobile workforce. This article addresses the call for organizations to provide more support to their employees from governments and management scholars. It also addresses the issue of managers taking on greater prerogative as employee advocates in the light of declining union influence.
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Nugraha, Robi. "ANALYSIS OF THE INFLUENCE OF CAPITAL LABOUR INTENSIVE,INVESTMENT, MANAGERIAL OWNERSHIP, OPERATING LEVERAGETHROUGH DIVIDEND AND FINANCIAL LEVERAGE AS INTERVENING VARIABLE ON FIRM VALUE IN INDONESIA NON FINANCIAL SECTOR COMPANIES." JRMSI - Jurnal Riset Manajemen Sains Indonesia 7, no. 1 (April 28, 2016): 1. http://dx.doi.org/10.21009/jrmsi.007.1.01.

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The purpose of this study was to analyze the influence of capital labour intensive, investment, managerial ownership, operating leverage, dividend and financial leverage on the firm value of Indonesia non financial sector companies, the influence of capital labour intensive, investment, managerial ownership, operating leverage variable on dividend and financial leverage of Indonesia non financial sector companies, and the influence of capital labour intensive, investment, managerial ownership, operating leverage variable on the firm value through dividend and financial leverage as intervening variable.The results show that the capital labour intensive, investment, managerial ownership, operating leverage, dividend and financial leverage have significant influences on the firm value of Indonesia non financial sector companies. The capital labour intensive, investment, managerial ownership, operating leverage variable do not have significant influences on dividend. The capital labour intensive, investment, managerial ownership, operating leverage variable have significant influences on financial leverage.With path analysis, the result show the The capital labour intensive, investment, managerial ownership, operating leverage variable do not have significant influence on the firm value of Indonesia non financial sector companies with dividend and financial leverage as intervening variable.Keywords: Capital Labour Intensive, Investment, Managerial Ownership,Operating Leverage, Dividend and Financial Leverage, Firm Value.
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Ackfeldt, Anna-Lena, and Neeru Malhotra. "Do Managerial Strategies Influence Service Behaviours?" International Journal of Customer Relationship Marketing and Management 1, no. 3 (July 2010): 43–55. http://dx.doi.org/10.4018/jcrmm.2010070104.

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Based on a review of the extant literature, a conceptual framework for analyzing the associations between managerial strategies (internal communications, empowerment, supportive leadership and professional development), employee job attitudes (organizational commitment and job satisfaction) and prosocial service behaviours (PSBs) is developed. The authors explore the relevance of the proposed conceptual model and testable propositions regarding the associations between managerial strategies, employee attitudes and PSBs by conducting in-depth interviews of FLEs in a travel service organization. Based on the findings of the in-depth interviews, the relationships between managerial strategies, job attitudes and PSBs in the conceptual framework are largely supported.
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Rose, Caspar. "Takeover Defenses’ Influence on Managerial Incentives." International Review of Law and Economics 25, no. 4 (December 2005): 556–77. http://dx.doi.org/10.1016/j.irle.2005.12.002.

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Cheng, Shijun, and Raffi Indjejikian. "Managerial influence and CEO performance incentives." International Review of Law and Economics 29, no. 2 (June 2009): 115–26. http://dx.doi.org/10.1016/j.irle.2009.02.004.

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Lipovka, Anastassiya, Natalya Korolyova, Maigul Nugmanova, and Aizhan Salimzhanova. "Comparative influence of gender, age, industry and management level on communication." Problems and Perspectives in Management 19, no. 2 (May 28, 2021): 170–82. http://dx.doi.org/10.21511/ppm.19(2).2021.14.

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The protracted COVID-19 pandemic repeatedly demonstrates the necessity of effective communication inside and outside organizations. However, a deficient comprehensive study of factors able to affect managerial communication limit further progress in the improvement of such business interactions. The research fills in the knowledge gap about the comparative influence of various factors on managerial communication and particularly the impact of individual and organizational characteristics of managers on communication. The paper aims to determine the significance of the relationships between managerial communication and age, genders, managerial levels, and industries in private companies from the energy, education, trade, service, extraction, construction, and production sectors. Within the organizational study, 224 subordinates from Kazakhstan firms reflected on their supervisors’ communications through a multivariate closed questionnaire. The obtained data was further processed and examined through correlation coefficients and dispersion analysis. The research results identified the considerable relationship between communication practices and managers’ age (R2=0.9637), managerial level (R2=0.9640), and industry (R2=0.9653). The study reveals the weak relationship between manager’s gender and communication practices (R2=0.1535): women insignificantly outperform men in this linking process. The research postulates that effectiveness of managerial communication considerably varies by managers’ age, managerial level, and industry, and insignificantly by gender. The paper lays the groundwork for gender-unbiased practices of human resource management and contributes to the idea of building diverse management teams.
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Sari, Siti Nurmala, and Linda Agustina. "Leverage as a Moderator of the Effect of Company Size, Managerial Ownership, and Conflict of Interest on Accounting Conservatism." Accounting Analysis Journal 10, no. 1 (March 9, 2021): 47–54. http://dx.doi.org/10.15294/aaj.v10i1.44518.

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This study aims to examine the influence of company size, managerial ownership, and conflict of interest to accounting conservatism with leverage as the moderating variable. The population was mining companies and infrastructure, utilities, and transportation companies which were listed on the Indonesia Stock Exchange (IDX) from 2015 to 2018, which are 118 companies. The sample was determined by purposive sampling which resulted in 12 companies with 36 units of analysis. The data were collected by using documentaries. The analysis techniques used descriptive and inferential with the help of IBM SPSS version 21. The results showed that managerial ownership had a negative influence and conflicts of interest had a positive influence to accounting conservatism, company size had not influenced to accounting conservatism, and leverage moderated the relationship of managerial ownership to accounting conservatism, but it was unable to moderate the relationship of company size and conflict of interest to accounting conservatism. The conclusion of this study is the low managerial ownership presses the existence of expropriation; therefore, it can increase the accounting conservatism. The high conflict of interest increases the application of accounting conservatism to reduce conflicts that occur. Meanwhile, leverage influences the company’s financial risk, therefore it is able to moderate the influence of managerial ownership to accounting conservatism. Keywords: Accounting Conservatism; Company Size; Conflict of Interest; Leverage; Managerial Ownership
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Zonatto, Vinícius Costa da Silva, Juliana Constâncio Nascimento, Micheli Aparecida Lunardi, and Larissa Degenhart. "Effects of Budgetary Participation on Managerial Attitudes, Satisfaction, and Managerial Performance." Revista de Administração Contemporânea 24, no. 6 (December 2020): 532–49. http://dx.doi.org/10.1590/1982-7849rac2020200047.

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ABSTRACT Objective: the purpose of this paper is to investigate the effects of budget participation on management attitudes, job satisfaction, and managerial performance of controllers of Brazilian companies. Methodology: a descriptive, survey, and quantitative research was conducted from a sample of 316 individuals with budgetary responsibility. Results: the results indicated that budgetary participation directly and positively influences managerial attitudes toward budgeting, job satisfaction, and controllers’ performance in budget activities. Indirect relationships revealed that managerial attitudes toward budget and job satisfaction mediate the relationship between budgetary participation and managerial performance. It was found that budgetary participation positively influences the level of use of the budget for the purposes of performance evaluation and contributes to the development of budgetary knowledge of managers. Conclusion: the budgetary participation is responsible for important consequences on the attitudes and performance of these professionals. From a managerial point of view, it is essential to understand how the budgeting process can influence the attitudes, satisfaction, and performance of controllers in the budgeting context, since after this understanding, the managerial functions can be improved.
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Dissertations / Theses on the topic "Managerial influence"

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McCaghren, Kathy L. (Kathy Lea). "The Influence of Age on Public Sector Managerial Evaluations." Thesis, University of North Texas, 1993. https://digital.library.unt.edu/ark:/67531/metadc500979/.

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As the American population ages, the issues of aging and work have gradually come to the forefront. An older and increasingly diverse workforce has raised concerns over job performance, labor costs, and alternative work demands. At the same time, evidence indicates that older workers continue to experience extensive labor market problems due to false assumptions on the part of managers about the limiting effect of age on employee performance. The public sector's ability to respond to age-related issues in the workplace has largely been ignored by both public practitioners and researchers. This study addresses the questions of whether age negatively influences public personnel decisions, and if so, whether such influences adversely affect the treatment of older workers. The results of the survey indicate that public managers are susceptible to age bias when making personnel decisions.
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Bezjian, James Bradley. "Capabilities, recipes, & firm performance : how industry recipes influence the application of dynamic managerial capabilities." Thesis, University of Edinburgh, 2017. http://hdl.handle.net/1842/23519.

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Dynamic managerial capabilities are frequently viewed as a source of influence among decision-making managers within environments of volatility. Conversely, managers postulate that decision-making in rapidly changing environments is never perfect and faces a variety of influencing factors. In addition, industries represent a collection of firms that produce similar goods or services for a particular market. This recipe is often recognized by all industry related firms and adapted accordingly. Similarly, firms comprised as “incumbents” and “challengers” are firms that are well established in the industry and firms that seek to change the industry. Recognizing which influencers affect the managerial decision-making process is necessary to adapt and evolve a firm’s decision-making logic. This thesis presents a detailed study of the Hollywood Film Industry Recipe as it relates to the influencing factors within the green lighting process of feature films among incumbent and challenger studios. An inductive research approach is used to investigate four case studies throughout the Hollywood Film Industry. Two case studies are recognized as industry incumbents while the other two are recognized as industry challengers. The analysis identifies an industry recipe, firm adopted industry and adaptations, and dynamic managerial capabilities utilized through the influence of the process. In addition, an illustration of the industry recipes influence dynamic managerial capabilities adopted by firms. Findings suggest that dynamic managerial capabilities is an output of industry recipes adopted amongst firms, and that refinement of those capabilities is a circular renewal process between managerial judgement and firm/managerial dominant logics. In addition, industry recipes influence the way in which dynamic managerial capabilities are acquired, processed, and absorbed. This study contributes to the field of strategy as it suggests a coherent framework that illustrates how industry recipes influence incumbent and challenger studios within a given industry. Additionally, it also demonstrates how dynamic managerial capabilities are formed and structured based on the adopted industry recipe. Finally, it outlines how decisions are made by managers within incumbent and challenger firms, highlighting a circular process of decision-making with regards to the creation an distribution of an industry related product.
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Topolnytsky, Laryssa. "Perceptions of justice in layoff decisions, the influence of managerial explanations." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ28674.pdf.

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Dosanjh, Nawtej. "Shaping an ambidextrous orientation : managerial activity configuration & top management influence." Thesis, Northumbria University, 2017. http://nrl.northumbria.ac.uk/30241/.

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This study examines managerial activity configurations with a view to understand the influences on attention middle managers give to activities they carry out. The role of top management in orienting managerial work is a fundamental influence that mediates other aspects such as task environment characteristics and response to performance feedback. Enhancing managerial performance under varying task situations and iterative performance feedback calls for an evaluation of content, and of practice. This would entail looking within the remits of past experience with existing activity configuration to enhance effectiveness and/ or looking outside to explore novel approaches to improving activities and their mutual fit. The balance between exploitation and exploration while seeking to do well at both makes such calibration in activities being marked by what I call aspirations of ambidexterity. Reflecting on constructs like managerial work environment characteristics, performance feedback, risks and benefits of pursuing ambidexterity, nature of activities, and the interaction between top and middle management, is not new to research. However, what remain missing is an empirical examination of top management influence on ambidexterity in managerial practice, and also, a focussed examination of how managers’ scope and orient attention to activities that they do. From this perspective, the study situates the unit of analysis as activities carried out by individual managers, as in how the top management influences the ambidextrous orientation of subordinate managers. The study uses data collected through a semi structured survey instrument. This is complemented with data from meeting observation memos. The survey instrument has been rigorously pre-tested and modified prior to data collection from the study research site which is federated organisation with a rather flat structure hierarchically relative to others in the industry. Several findings from the study contribute to both research and practice, and include: evidence for top management encouraging selective ambidextrous practice by looking at managers who do well; the strategic and operational alignment perception in middle managers affecting their propensity to make changes to their activity portfolios; evidence for the need for demonstrative inclusion of feedback for greater buy in by middle management; the mediation by and variation in work environment characteristics being an influence, among others. A behavioural and cognitive interface with influencing antecedents and consequences for how managerial work is shaped and evolves along aspirations of ambidextrous capability underpins the discussion in this study. The study provides support to and extends the conceptualisations along trajectories in research, primarily those that concern themselves with managerial attention, managerial activity configurations and ambidextrous practice in evolving what managers do.
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Liu, Yue. "Does institutional investor composition influence managerial myopia? : the case of accounting restatements /." view abstract or download file of text, 2006. http://proquest.umi.com/pqdweb?did=1192184781&sid=2&Fmt=2&clientId=11238&RQT=309&VName=PQD.

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Thesis (Ph. D.)--University of Oregon, 2006.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 63-65). Also available for download via the World Wide Web; free to University of Oregon users.
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Jafar, Haitham. "Influence of managerial connectivity on strategic choice : the role of middle managers." Thesis, University of Glasgow, 2017. http://theses.gla.ac.uk/7957/.

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This thesis aims to craft a richer description, and deeper understanding, of the work of middle managers in strategy making. In so doing, this study brings together the concepts of connectivity and strategic choice in order to elaborate how middle managers’ roles unfold during a strategy building exercise. The influence of connectivity on middle managers’ strategic choices is traced over the life span of a major strategic initiative in a telecommunication company. A careful examination of the connectivity literature paved the way for a conceptualised working mechanism of connectivity. The thesis introduces this conceptualised working mechanism to the strategic management stream of literature. The proposed mechanism captures managerial connectivity and investigates connectivity’s influence throughout various periods of the formulation and implementation phases of the strategic initiative. The context for the research project is a telecommunication company located in Jordan. The collection of data comes from an in-depth case study with reference to a significant strategic initiative. The initiative concerned a major expansion to the firm’s operations that concerned extending the company’s offerings to wider range of services and newer geographical areas. The case study approach in this research is informed by critical realism ontology. Furthermore, the interviews with managers -top and middle- who worked on the expansion project constitute the primary source of data. An inductive reasoning to the research inquiry along with a theory building exercise led to the development of the research propositions. These propositions are then depicted in a theoretical model aimed at addressing the research question which centres on how connectivity influences strategic choice of middle managers. The research findings, and their related discussions about connectivity’s role in forming middle managers’ strategic choices, disclose the importance of incorporating managerial connectivity to understand strategy making and implementation processes. This thesis makes the case for the introduction of managerial connectivity as a primary influence in the organisational studies. The thesis argues that presenting strategy process via a connectivity lens sheds light onto how different states of connectivity, under varying conditions, influence the strategy work of managers and the progression of strategic 3 initiatives. Theorising through the lens of connectivity will aid in understanding of complex processes such as of strategy making in the organisation. This thesis sheds light on the interplay between managers, the connection of their interplay to organisational strategy formation, and the formation of choices managers make while strategising. Including connectivity in strategy process research enriches strategic management conversation revolving around participation and involvement. Such inclusion also has implications on middle management perspective of strategy process research in terms of fine graining both their roles and contribution dynamics in strategy making and implementation. Finally, viewing strategy making and implementation from a standpoint of managerial connectivity has implications for management as to how and when to compress and/or expand connectivity to suit the requirements of a given strategy in order to realise its objectives and obtain its benefits.
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Freij, Adam, and Josefine Olsson. "How does managerial leadership influence organizational ambidexterity? : a study of the public sector." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-12408.

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Organizational ambidexterity is a widely researched and known phenomenon amongst academics; however there are still research gaps. Most of the studies are in private sector; however, lately researchers have called for more studies in the public sector. The purpose of this dissertation is to explain casual relationships between different leadership styles and their influence on organizational ambidexterity in public sector organization. The dissertation use a positivistic philosophy and a deductive approach; hence, a cross sectional design is used. The quantitative method chosen was a web based survey, distributed by e-mail to 171 managers operating in waste management and water and sewerage industries in the Swedish public sector. The findings of the study are that are that it is not possible to differentiate a higher level of organizational ambidexterity in any public organizational form. Another finding is that organizational ambidexterity can be positively influenced by managerial leadership in the local government administration The limitations of this dissertation are that only two industries are included and that the results cannot be generalized for other populations due to a small sample. The implications of this study are that organizational ambidexterity is a concept that is present in the public sector and can be influenced by managerial leadership under certain circumstances
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Bogodistov, Yevgen [Verfasser], Albrecht [Akademischer Betreuer] Söllner, and Markus [Akademischer Betreuer] Vodosek. "Psychological microfoundations and activation of dynamic managerial capabilities: Influence of affective states on managerial behavior / Yevgen Bogodistov. Gutachter: Markus Vodosek. Betreuer: Albrecht Söllner." Frankfurt (Oder) : Europa-Universität Viadrina Frankfurt, 2015. http://d-nb.info/1070464589/34.

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Shotter, Magdalena. "The influence of Marshallian neo-classical economics on management accounting in South Africa /." Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-08112006-160141.

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Thesis (D. Comm.(Financial management sciences))-University of Pretoria, 2005.
Summary in English. Includes bibliographical references (leaves 121-130). Available on the Internet via the World Wide Web.
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Buil, Fabregà Marian. "Influence of individual dynamic managerial capabilities over business sustainability commitment, stakeholder engagement and gender." Doctoral thesis, Universitat de Girona, 2017. http://hdl.handle.net/10803/406962.

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In today's dynamic environment, which is characterized by continuous and unpredictable changes, companies need new strategies to maintain their competitive advantage in the market, ensure long-term sustainability and consider the demands of stakeholders. The role of the manager of the company is relevant and he/she should have new capabilities to respond to new market demands. This thesis, through a survey of 339 managers using an empirical methodology based on a structural equation model, proposed as new managerial dynamic capabilities of the manager (IDMC), the entrepreneurial skills (alertness, creativity and self-awareness) and individual dynamic capabilities (sensing, seizing and transforming). The results suggest that there is a direct and positive relationship between the degree of development of the IDMC and the level of social and environmental commitment and stakeholders’ commitment. It is proposed that IDMC of the manager drive their commitment to sustainability and this in turn drives engagement with stakeholders. Finally, it is analyzed for the first time, if there are gender differences in the previous relationships, resulting that women have greater social commitment and environmental sustainability than men; although, it is concluded that the company requires a top management team committed to long-term sustainability regardless of gender of its members
En el complex i hostil entorn econòmic actual que acompanya des del seu inici al segle XXI, les empreses requereixen de noves estratègies, per mantenir el seu avantatge competitiu en el mercat, garantir la sostenibilitat a llarg termini i considerar les demandes de les parts interessades. En aquesta situació, el paper del manager de l'empresa és rellevant i aquest ha de disposar de noves capacitats que li permetin donar resposta a les exigències del mercat. Aquesta tesi doctoral, a través d'una enquesta realitzada a 339 mànagers utilitzant una metodologia empírica basada en un model d'equacions estructurals, proposa com a noves capacitats de gestió del manager (individual dynamic managerial capabilities- IDMC), les competències emprenedores (alertness, creativity and self-awareness) i les capacitats dinàmiques individuals (sensing, seizing i transforming). Els resultats obtinguts suggereixen que hi ha una relació directa i positiva entre el grau de desenvolupament de les IDMC i el nivell de compromís social i ambiental i amb els grups d’interès (stakeholders). Es proposa que les IDMC que posseeix el/la manager són les que impulsen el seu compromís amb la sostenibilitat i aquest al seu torn, impulsa el compromís amb els stakeholders. Finalment, s'analitza per primera vegada si hi ha diferències de gènere en les relacions anteriors, resultant que la dona disposa de més compromís tant social com mediambiental amb la sostenibilitat; si bé, es conclou que l'empresa requereix d'un equip directiu compromès amb la sostenibilitat a llarg termini independentment del gènere dels seus membres
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Books on the topic "Managerial influence"

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Archer, Earnest Richard. Influence and motivation: A managerial perspective. Atlanta, Ga: Wesley, Cabot & Keith, Pub., 1987.

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Schlegelmilch, B. B. The influence of managerial characteristics on different measures of export success. Edinburgh: University of Edinburgh. Department of Business Studies, 1987.

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Rieple, Alison. Staffing as a lever of strategic change: The influence of managerial experience, behaviour and values. Cranfield: Cranfield University, 1994.

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Lorino, Philippe. The pragmatist influence on managerial ideas and practices. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198753216.003.0010.

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A key idea of pragmatism is the inseparability of theory and practice, thought and action. Pragmatism is said to have had few contacts with the organizational world, and few direct practical applications, except in the domain of education. In particular, the pragmatist direct influence on the managerial world is often undervalued. However, pragmatist ideas have had a significant impact on managerial doctrines and can be traced in today’s debates amongst organization practitioners. This chapter studies three of those channels: Follett’s direct or indirect (for example through Chester Barnard’s work) influence on the corporate world as well as the management of public institutions; the stream of action research and reflection-in-action, in particular Donald Schön’s work; and the development of the quality movement as an anti-Taylorian revolution, deeply influenced by pragmatist thinkers (exploratory inquiry, community of inquiry, instrumental mediations, process perspective), more recently distorted into a Taylorian revival under the “lean management” label.
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Nardon, Luciara. Culture, Context, and Managerial Behaviour. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.28.

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Cross-cultural interactions do not happen in a vacuum; they happen within an organizational context, with specific actors involved and in a particular physical setting. This chapter draws on a perspective of situated cognition to examine how various layers of context can influence cognitions and behaviours in cross-cultural situations. It proposes that action results from the interaction of cognitive schemas, including cultural values and assumptions, and contextual variables. Context is conceptualized as a multilayered construct including institutional, organizational and situational layers which influences what individuals notice, how they interpret information, and the actions they take. Further, it is argued that the context of global management is malleable and changes as a product of the actions of multiple players. Implications of a focus on context for the theory and practice of cross-cultural management are discussed.
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Thomas, Jane P. Guide to Managerial Persuasion and Influence (Guide to Series in Business Communication). Prentice Hall, 2003.

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Guide to Managerial Persuasion and Influence (Guide to Series in Business Communication). Prentice Hall, 2003.

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Gauthier, Mary Anne. NURSING DEPARTMENT CHAIRPERSONS' PERCEPTIONS OF THE INFLUENCE OF COLLECTIVE BARGAINING AND THEIR OWN INFLUENCE ON SELECTED MANAGERIAL FUNCTIONS. 1989.

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The Influence of Ethnic Values on Managerial Practices in Malaysia: Vol. 27 No.1. Malaysia: Malaysian Institute of Management, 1992.

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Bottaro, Michelle Reser. The influence of the daughter's managerial style on father-daughter work relationships in family-owned businesses. 1993.

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Book chapters on the topic "Managerial influence"

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Memmert, Daniel, and Dominik Raabe. "Managerial influence." In Data Analytics in Football, 127–32. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351210164-14.

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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, 103–31. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_5.

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Hargie, Owen, David Dickson, and Dennis Tourish. "They could be persuaded: using your managerial influence." In Communication Skills for Effective Management, 64–95. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-1-4039-3893-0_3.

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Lewis, David E. "Personnel Is Policy: George W. Bush’s Managerial Presidency." In President George W. Bush’s Influence over Bureaucracy and Policy, 19–40. New York: Palgrave Macmillan US, 2009. http://dx.doi.org/10.1057/9780230620162_2.

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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, 139–63. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77881-5_5.

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Seo, Kwanglim. "The Influence of Managerial Traits and Behavior in the Foodservice Industry." In Financial Decision-Making in The Foodservice Industry, 237–48. Includes bibliographical references and index.: Apple Academic Press, 2019. http://dx.doi.org/10.1201/9780429292712-14.

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Carver, Len, Edward Lewis, and Ramesh Viakuntum. "Political influence, organisational Structure and managerial co-ordination in Virtual Teams." In New Perspectives on Information Systems Development, 673–80. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-0595-2_54.

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Sperber, Sonja. "The Top Managerial Influence on Innovation: Development of a Comprehensive Framework." In Digitalization, Digital Transformation and Sustainability in the Global Economy, 93–113. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-77340-3_8.

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Pelham, Alfred M. "The Influence of Managerial Disagreement on Industry Characteristics and Strategy on Small Firm Performance." In Proceedings of the 1998 Academy of Marketing Science (AMS) Annual Conference, 310. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-13084-2_69.

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Shalgynbayeva, Kadisha Kadyrovna, and Alimbekova Anar Aimoldanovna. "The Influence of Leadership Awareness of Future Teachers on the Development of Their Managerial Competencies." In Springer Proceedings in Complexity, 33–41. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-64554-4_3.

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Conference papers on the topic "Managerial influence"

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Wulanyani, Swasti, Dicky Hastjarjo, and Rahmat Hidayat. "What Factors Influence Multitasking Proficiency In Managerial Task?" In Annual International Conference on Cognitive and Behavioral Psychology (CBP 2014). GSTF, 2014. http://dx.doi.org/10.5176/2251-1865_cbp14.22.

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M.W. Amaradasa, Ranasinghe, and Avineel Kumar. "Influence of Digitization to Perform Managerial Role – Case of Fiji." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age (HRM&PD 2016). Global Science & Technology Forum (GSTF), 2016. http://dx.doi.org/10.5176/2251-2349_hrmpd16.20.

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Cumpat, Carmen Marinela, Muthana Zouri, Nicoleta Zouri, and Alex Ferworn. "Managerial Decision Support System for Evaluating the Influence of Nosocomial Infections." In the 2019 2nd International Conference. New York, New York, USA: ACM Press, 2019. http://dx.doi.org/10.1145/3328886.3328896.

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Suhendra, Euphrasia Susy, and Dini Tri Wardani. "The Influence of Corporate Governance Mechanism to Earnings Management on Indonesia and China Industrial Banking." In International Conference on Eurasian Economies. Eurasian Economists Association, 2013. http://dx.doi.org/10.36880/c04.00597.

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Abstract:
The goal of this research is to evaluate the influence of managerial ownership structure, independent board of commissioners proportion, independent commissioner size, and audit committee size on earnings management in banking industry in China and Indonesia. The data used is secondary data with discretionary accrual as earnings management proxy. Data is processed and analyzed by independent samples t-test and multiple linear regression The results of this research show that there is a difference between earnings management, managerial ownership structure, proportion independent board of commissioners, board of commissioners size in banking industry in Indonesia and China, however there is no difference between Audit Committee size. The variable of managerial ownership structure in Indonesian’s banking industry is negatively significant influence on earnings management, whereas in China has no influence. The variable of independent board of commissioners proportion in banking industry in Indonesia has no influence on earnings management, while negatively significant influence on China’s. The variable of Board of Commissioners size in Indonesia banking industry positively significant influence on earnings management, while negatively significant influence in China. Then, the variable of Audit Committee size in Indonesia banking industry negatively significant influence on earnings management, whereas positively significant influence in China.
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Santos, Carlos, I. Castro, Silvia Onoyama, and Marina Moreira. "Bucking the Trend: An Agentive Perspective of Managerial Influence on Blog’S Attractiveness." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2020. http://dx.doi.org/10.24251/hicss.2020.341.

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Řehoř, Petr, and Jaroslav Vrchota. "Influence of Managerial Communication to Performance of Small and Middle-sized Enterprises." In Hradec Economic Days 2018, edited by Petra Maresova, Pavel Jedlicka, and Ivan Soukal. University of Hradec Kralove, 2018. http://dx.doi.org/10.36689/uhk/hed/2018-02-025.

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Zhu, Xuefeng, and Yuanqiong He. "How managerial ties influence firm performance in China: A perspective of sensemaking." In EM). IEEE, 2010. http://dx.doi.org/10.1109/ieem.2010.5674581.

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Fuadah, Luk Luk, Yuliani, and Rika Henda Safitri. "The Mediating Role of Management Accounting Systems that Influence Management Style on Managerial Performance." In 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200520.001.

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Zhiyao Wang. "The empirical research on the influence of managerial overconfidence on the mergers and acquisitions decision." In 2017 14th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2017. http://dx.doi.org/10.1109/icsssm.2017.7996243.

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Scheidegger, Nicoline. "Network Structure or Tie Content? The Impact of Managerial Networks on Career Outcomes and Influence." In 2012 45th Hawaii International Conference on System Sciences (HICSS). IEEE, 2012. http://dx.doi.org/10.1109/hicss.2012.445.

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