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Journal articles on the topic 'Managerial influence'

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Published: 4 June 2021
Last updated: 10 February 2022

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1

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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2

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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3

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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6

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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7

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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8

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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9

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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10

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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Nugraha, Robi. "ANALISIS PENGARUH CAPITAL/LABOUR INTENSIVE, INVESTASI, KEPEMILIKAN MANAJERIAL, LEVERAGE OPERASI DENGAN VARIABEL MEDIASI KEBIJAKAN DIVIDEN DAN LEVERAGE KEUANGAN TERHADAP NILAI PERUSAHAAN." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 1, no. 1 (September 1, 2017): 1–21. http://dx.doi.org/10.21009/jdmb.01.1.5.

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ABSTRACT The purpose of this study was to analyze the influence of capital labour intensive, investment, managerial ownership, operating leverage, dividen 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 dividen 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 dividen and financial leverage as intervening variable. The research data was collected using purposive sampling method to the data of non financial sector companies listed on the Indonesian Stock Exchange during the period 2003-2012. Based on the criteria of the study obtained 310 samples were then analyzed Using the panel data regression and path analysis. The results show that the capital labour intensive, investment, managerial ownership, operating leverage, dividen 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 dividen. 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 dividen and financial leverage as intervening variable. Keywords: Capital Labour Intensive, Investment, Managerial Ownership, Operating Leverage, Dividen and Financial Leverage, Firm Value.
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12

Willson, Rebekah. "“Systemic Managerial Constraints”." Journal of Documentation 74, no. 4 (July 9, 2018): 862–79. http://dx.doi.org/10.1108/jd-07-2017-0111.

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Purpose The purpose of this paper is to explore the information behaviour of early career academics (ECAs) within humanities and social sciences (HSS) disciplines who are starting their first continuing academic position. The proposed grounded theory of Systemic Managerial Constraints (SMC) is introduced as a way to understand the influence of neoliberal universities on the information behaviour of ECAs. Design/methodology/approach This qualitative research used constructivist grounded theory methodology. Participants were 20 Australian and Canadian ECAs from HSS. Their information practices and information behaviour were examined for a period of five to seven months using two interviews and multiple “check-ins”. Data were analysed through two rounds of coding, where codes were iteratively compared and contrasted. Findings SMC emerged from the analysis and is proposed as a grounded theory to help better understand the context of higher education and its influence on ECAs’ information behaviour. SMC presents university managerialism, resulting from neoliberalism, as pervasive and constraining both the work ECAs do and how they perform that work. SMC helps to explain ECAs’ uncertainty and precarity in higher education and changing information needs as a result of altered work role, which, in turn, leads ECAs to seek and share information with their colleagues and use information to wield their personal agency to respond to SMC. Originality/value The findings from this paper provide a lens through which to view universities as information environments and the influence these environments can have on ECAs’ information practices and information behaviour.
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JAYANTI, RENI DWI, and HERI WIDODO. "Pengaruh Ketidakpastian Lingkungan dan Karakteristik Informasi Akuntansi Manajemen terhadap Kinerja Manajerial (Studi pada Perusahaan BUMN di Jawa Timur)." BISMA (Bisnis dan Manajemen) 2, no. 2 (June 6, 2018): 150. http://dx.doi.org/10.26740/bisma.v2n2.p150-158.

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The objective of the study is to identify the relationship between uncertainty environment variable and characteristic variable of management accounting information toward the managerial work performance variable at BUMN organization in East Java. The sample is taken from the population of managers and their assistants in the organization. The study uses simple random sampling technique. The result of the study proves that the uncertainty environment variable and management accounting information influence the managerial work performance variable simultaneously. Temporarily, the characteristics variable of management accounting information influences the managerial work performance partially. The study determination coefficient is 16.7%, and its remnants (83.3%) shows that the managerial work performance variable influenced by the other variables out of the study.
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14

Rooney, Jennifer A., Benjamin H. Gottlieb, and Ian R. Newby‐Clark. "How support‐related managerial behaviors influence employees." Journal of Managerial Psychology 24, no. 5 (June 26, 2009): 410–27. http://dx.doi.org/10.1108/02683940910959744.

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15

Berrell, Mike, Phil Wright, and Tran Thi Van Hoa. "The influence of culture on managerial behaviour." Journal of Management Development 18, no. 7 (October 1999): 578–89. http://dx.doi.org/10.1108/02621719910284431.

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Ranucci, Rebecca A. "Unpacking Analyst Influence on Managerial Investment Decisions." Academy of Management Proceedings 2012, no. 1 (July 2012): 12815. http://dx.doi.org/10.5465/ambpp.2012.12815abstract.

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Zuñiga-Collazos, Alexander, Marysol Castillo-Palacio, Emerson Montaña-Narváez, and Guillermo Castillo-Arévalo. "Influence of managerial coaching on organisational performance." Coaching: An International Journal of Theory, Research and Practice 13, no. 1 (May 21, 2019): 30–44. http://dx.doi.org/10.1080/17521882.2019.1619795.

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18

Gustian, Nofrida Utami, and Ali Mutasowifin. "Analisis Pengaruh Kepemilikan Manajerial terhadap Kebijakan Pendanaan dan Dividen." Jurnal Manajemen dan Organisasi 6, no. 2 (June 3, 2016): 163. http://dx.doi.org/10.29244/jmo.v6i2.12246.

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<p><em>Banking regulations required banks to manage their capital structure well, including those related to managerial ownership, funding and dividend policies. The primary objective of this research is to analyze the influence of managerial ownership on policies of funding and dividend. By using data of 22 banking companies listed at JSX for the period 2008-2012, we find that managerial ownership is not significantly influence funding policy. On the other hand, it negatively and significantly influences dividend policy. </em></p><em>Keywords : banking, dividend policy, funding policy, managerial ownership </em>
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Rusdianto, Rusdianto. "The Influence of Managerial Orientation in Decision-Making Processes." ACCRUALS (Accounting Research Journal of Sutaatmadja) 4, no. 01 (April 14, 2020): 1–8. http://dx.doi.org/10.35310/accruals.v4i01.259.

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This research aims to examine managerial preferences in the resource allocation process. This research used an experimental method to test whether resource availability, stakeholder claims, and managers’ affiliations to stockholders can influence the decision-making process of resource allocation. The results show that resource availability, stakeholder claims, and managers’ affiliation could influence the resource allocation process. The results of the research contribute to several things. The first is to show that stakeholder theory can test managerial preferences at the individual level. Secondly, the resources distribution is influenced by behavioral factors associated with normative stakeholder theory.
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Miyono, Noor, and Hasan Taukhid. "Pengaruh Keterampilan Manajerial Kepala Sekolah dan Motivasi Kerja Terhadap Kinerja Guru Sekolah Dasar di Kecamatan Bonang Kabupaten Demak." Media Penelitian Pendidikan : Jurnal Penelitian dalam Bidang Pendidikan dan Pengajaran 13, no. 1 (June 30, 2019): 87. http://dx.doi.org/10.26877/mpp.v13i2.1787.

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This study aims to determine the influence of the principal managerial skills and motivation to work on the performance teachers in the primary school district Bonang Demak. The study population was 189 teachers a public elementary school in District Bonang. The sample consisted of 128 teachers with proportional random sampling technique. Data were collected by questionnaire. The test results showed that the correlation between variables correlation value of managerial skills the principal with teacher performance of 0.878. The correlation between work motivation with teacher performance of 0.863. The regression results show that: (1) the influence of the principal managerial skills on teacher performance amounted to 77.1%, (2) the influence of work motivation on teacher performance amounted to 74.6%, and (3) the influence of the principal managerial skills and motivation together on teacher performance amounted to 87.7% with the regression equation Y = 1,521 + 0.473 X1 + 0,399 X2. From these findings it can be concluded that the fluctuations in the rise and fall of teacher performance is strongly influenced by the dynamics of managerial principals and teachers work motivation.
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Kienzler, Mario. "Does managerial personality influence pricing practices under uncertainty?" Journal of Product & Brand Management 26, no. 7 (November 20, 2017): 771–84. http://dx.doi.org/10.1108/jpbm-11-2016-1352.

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Purpose While marketing and management research suggests that managers’ individual characteristics influence pricing decisions, the influence of personality traits in this context remains unclear. This study aims to explore the relationship between the five basic personality traits of the five-factor model (extraversion, conscientiousness, openness to experience, agreeableness and neuroticism) and three basic pricing practices (value-, competition- and cost-informed). Design/methodology/approach On the basis of a non-experimental decision-making scenario, the analysis examines the pricing decisions of 57 managers in relation to a new business service. Findings The results suggest that managers’ conscientiousness and openness to experience are positively related to preference for value-informed pricing. Similarly, managers’ agreeableness is positively related to preference for competition-informed pricing and managers’ openness to experience and agreeableness are positively related to preference for cost-informed pricing. Research limitations/implications The cross-sectional study design does not support causal inference, and the modest sample size may limit the external validity of the findings. Practical implications By increasing awareness of the influence of personality on pricing preferences, the findings are of relevance to managers who are directly involved in pricing decisions. Additionally, the findings are informative for managers who must assign responsibility for pricing authority within firms. Originality/value This empirical exploration of the relationship between certain personality traits and specific pricing practices contributes to the literature on psychological aspects of pricing theory by showing how managerial personality influences pricing preferences under uncertainty.
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Nurhayati, Nurhayati, Arifuddin Siraj, and Muhammad Yaumi. "PENGARUH KOMPETENSI SUPERVISI DAN MANAJERIAL KEPALA MADRASAH TERHADAP MUTU PENDIDIKAN DI MADRASAH TSANAWIYAH SE-KECAMATAN GANTARANG KABUPATEN BULUKUMBA." Idaarah: Jurnal Manajemen Pendidikan 4, no. 1 (June 10, 2020): 60. http://dx.doi.org/10.24252/idaarah.v4i1.14057.

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This study attempts to describe supervision competence and managerial competence of the heads schools, to describe educational quality of Islamic Junior High Schools (MTS), and then to analyze the influence of the supervision competence and managerial competence toward educational quality of MTS both partially and simultaneously in Gantarang District, Bulukumba Regency. This study is ex-post facto. The population is all the teachers of all private MTS with accredited A. It is analyzed all the teachers as the sample with 54 people of all. Method of data collection is through questionnaires about supervision competence, also using data analysis, and multiple regressions. The results of the study obtained that the supervision competence and the managerial competence of the head is in the medium category. The supervision competence of the head schools significantly influences the quality of education. The managerial competence of the head schools significantly influences the quality of education. Both supervision competence and managerial competence of the heads of schools have the significantly influencer toward educational quality of MTS, in Gantarang district, Bulukumba Regency.
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Kim, Hong Soon, and SooCheong (Shawn) Jang. "Does Hotel Ownership Structure Influence Capital Expenditures?" Cornell Hospitality Quarterly 59, no. 4 (June 5, 2018): 325–38. http://dx.doi.org/10.1177/1938965518777213.

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The purpose of this article was to provide an understanding of the ownership effect on firm investment in the hotel industry. Specifically, a linear relationship between institutional ownership and firm investment was investigated, while a nonlinear relationship between managerial ownership and firm investment was tested based on the convergence of interest and managerial entrenchment hypotheses. This study used two-stage least square (2SLS) regression for the model estimation because an endogenous relationship was suspected between managerial ownership and firm investment. The results of this study confirmed a positive relationship between institutional ownership and firm investment and an inverted U-shaped relationship between managerial ownership and firm investment with a maxima of 17.34%. The results of this study imply that firm investment is dependent on ownership structure. Furthermore, current shareholders should consider granting a stock ownership to managers up to 17.34% to encourage them to act in shareholders’ best interest while avoiding additional issues associated with high managerial ownership. The findings of this study provided empirical evidence that conventional short-term institutional investors hold a long-term perspective when investing in hotel firms, and managerial ownership is an effective measure to mitigate agency problems. Theoretically, this study provided empirical evidence that firm ownership has a causal effect on firm investment in the hotel industry. This finding is expected to expand our understanding of the corporate governance effect on firm behavior. Furthermore, this study confirmed the use of 2SLS regression in the presence of an endogenous relationship between firm ownership and investment.
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May, Lourena Fitri, Abdurrahman Abdurrahman, Hasan Hariri, Sowiyah Sowiyah, and Bujang Rahman. "The Influence of Principal Managerial Competence on Teacher Performance at Schools in Bandar Lampung." Tadris: Jurnal Keguruan dan Ilmu Tarbiyah 5, no. 1 (June 30, 2020): 121–30. http://dx.doi.org/10.24042/tadris.v5i1.5391.

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Any improvement effort made without the support of quality teacher performance will not possibly work well to help enhance high-quality education. High teacher performance is influenced by many factors. Theoretically, one important factor is principal managerial competency. However, how this factor influences teacher performance is under-researched, particularly in Bandar Lampung schools. This study aimed at investigating the influence of principal managerial competence on teacher performance in public vocational high schools in Bandar Lampung. This study used a quantitative research design, using a questionnaire of which its validity and reliability were ensured before data collection. The samples of the research were 88 teachers from nine vocational high schools in Bandar Lampung City, Lampung Province, Indonesia. The data collected were analyzed using descriptive statistics and simple regression, with the help of SPSS version 24. Results showed that principal managerial competence positively and significantly influenced teacher performance in public vocational high schools in Bandar Lampung. This study recommends the whole stakeholders to pay more attention and to evaluate the principals’ performance.
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Darminto, Dwi Prastowo. "Rural Bank Financial Performance: Evidence from Indonesia." Journal of Social Sciences Research, no. 52 (January 30, 2019): 491–97. http://dx.doi.org/10.32861/jssr.52.491.497.

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This study aims to examine and analyze the influence of managerial ownership level, compliance level of accounting standard implementation, and assurance quality on financial reporting quality. This study also measures the influence of the variables of financial reporting quality, managerial ownership level, and risk management quality on rural bank financial performance. The method used in this research is the verificative research method with the survey approach, statistically processed by using PLS-SEM, with the aim to obtain the facts about the phenomena that occur and to seek information on the actual and systematic financial reporting quality and its impact on the rural bank financial performance. The findings of this study indicated that the compliance level of accounting standard implementation significantly influences financial reporting quality. The variable of managerial ownership level and assurance quality insignificantly influence financial reporting quality. The variables of financial reporting quality, managerial ownership level, and risk management quality also have insignificant influence on the rural bank financial performance.
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., Devie, Giovanna Suralim, Josua Tarigan, and Saarce Elsye Hatane. "Linking Budgetary Participation to Budgetary Slack: An Indonesia Perspective." International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 837. http://dx.doi.org/10.14419/ijet.v7i4.38.27556.

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This study examines how budget participation influences budget slack creation propensity through the mediation of distributive and procedural fairness, managerial trust, and budget goal commitment. The data was collected from 103 respondents holding managerial position in 49 Indonesian distribution companies. Despite its limitations, this study has both academic and practical implications. The study adds to the budgetary slack literature in an Indonesian country which has not been widely researched. The result suggests that budget participation influences distributive and procedural fairness, which interact with one another and influence managerial trust. Managerial trust and procedural fairness together influence budget goal commitment, which decreases propensity of budget slack creation. The findings presented in this study should have important implications for Indonesia companies to reduce slack creation and enhance commitment and trust, it is suggested to improve procedural fairness, one of which by implementing budget participation.
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Самосудов and Mikhail Samosudov. "On the Question of Estimation of Managerial Influence." Administration 4, no. 4 (September 19, 2016): 52–61. http://dx.doi.org/10.12737/22789.

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The article discusses a methodological approach to the estimation of managerial influence. This approach is based on calculating of human behavior vector, involves consideration of the impact of the institutional environment and, consequently, allows to estimate the managerial influence more accurately.
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Arsalan, Syakieb, Mohd Haizam Mohd Saudi, Rini Susiani, and Acep Adison. "Effect of Participative Budgeting, Organizational Commitment and Work Motivation on Managerial Performance (Survey of Motor Vehicle Dealers in Bandung)." International Journal of Engineering & Technology 7, no. 4.34 (December 13, 2018): 240. http://dx.doi.org/10.14419/ijet.v7i4.34.23898.

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This research is aimed to find out the influence between participative budget, organization commitment and work motivation on the managerial performance of some automotive dealers in Bandung West Java. The method used in this research is empirical research through a mail survey. Data collection was conducted by using questionnaires in which Likert scale is used as the basis. The questionnaires were spread to 179 Dealer managers. The data which were collected, later on, were managed and were analyzed by using dual regression analysis (Multiple regression analysis) through the SPSS program. The result of this research shows that the participative budget, organization commitment, and work motivation give a positive influence on managerial performance. The significant influence of Participative Budget and Organization Commitment partially are about 0,044 and 0,000. The significant influence of Work Motivation on managerial performance partially is about 0,098. The significant influence of participative budget, organization commitment, and work motivation on managerial performance simultaneously are 0,000. It means that partially participative budget and organization commitment give significant positive influence on managerial performance, while work motivation gives insignificant positive influence on managerial performance. Simultaneously, participative budget, organization commitment, and work motivation give significant positive influence on managerial performance.
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Kesumawati, Ni Ketut Ayuk, I. G. A. Made Asri Dwija Putri, and A. A. N. B. Dwirandra. "The role of business strategies, environmental uncertainty and decentralization as moderating the effect of management accounting systems on managerial performance." International research journal of management, IT and social sciences 6, no. 3 (April 24, 2019): 37–45. http://dx.doi.org/10.21744/irjmis.v6n3.627.

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The data of this research is primary data and data collection is done through a questionnaire. While the data analysis used include classical assumption test, linear regression analysis, and partial test. Based on the results of the research can be seen that (1) Management accounting system significant effect on managerial performance This means that with the application of an adequate accounting system will improve managerial performance in Travel Agent Services Company in Bali, (2) Business strategy moderate the influence of management accounting system on managerial performance, This means that the use of appropriate business strategies tend to be prospective, will play a role in strengthening the influence of the application of management accounting system to the managerial performance of Travel Agent Services Company in Bali, (3) Environmental uncertainty moderate the influence of management accounting system on managerial performance, meaning that environmental uncertainty will strengthen the influence implementation of management accounting system to managerial performance of Travel Agent Services Company in Bali, (4) Decentralization moderate the influence of management accounting system on managerial performance, It means that decentralization can strengthen the influence of application of system management accounting on managerial performance of Travel Agent Services Company in Bali.
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Cornelissen, Joep P., and Andrew R. Lock. "Advertising Research and its Influence on Managerial Practice." Journal of Advertising Research 42, no. 3 (May 2002): 50–55. http://dx.doi.org/10.2501/jar-42-3-50-55.

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Gao, Yu, and Kil－Seok Han. "The Influence of Managerial Overconfidence on Earnings Management." Korea Association of Business Education 33, no. 3 (June 20, 2018): 425–42. http://dx.doi.org/10.23839/kabe.2018.33.3.425.

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MAY, DON O. "Do Managerial Motives Influence Firm Risk Reduction Strategies?" Journal of Finance 50, no. 4 (September 1995): 1291–308. http://dx.doi.org/10.1111/j.1540-6261.1995.tb04059.x.

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ten Rouwelaar, Hans, Jan Bots, and Ivo De Loo. "The influence of management accountants on managerial decisions." Journal of Applied Accounting Research 19, no. 4 (November 12, 2018): 442–64. http://dx.doi.org/10.1108/jaar-10-2016-0101.

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PurposeThe purpose of this paper is to investigate which factors stimulate or hinder the influence management accountants operating at the business unit (BU) level have on the decisions taken by their BU manager(s).Design/methodology/approachThe authors collected data from 119 management accountants in 77 Dutch, multi-divisional organizations, using surveys.FindingsThe study shows that influence on managerial decisions can have two forms: influence on strategic decisions, and influence on operating decisions. Influence on strategic decisions is positively related to the degree of decentralization of an organization. It also depends on whether a management accountant is more extravert and emotionally stable. There is a negative relationship between influence on operational decisions and management accountants’ agreeableness. Not being sufficiently critical may well diminish their influence on operational affairs.Research limitations/implicationsThe authors put the view that management accountants at the BU level can partially affect their own role. This may also be expected by their managers. There are more opportunities for management accountants to influence strategic decisions than operational decisions. This study, however, is limited to Dutch, multi-divisional organizations. The management accountants who completed the survey also belong to the personal networks of master degree students who assisted in the data collection process, so that the sample used is not random. Data collected in another country, or in smaller companies could yield different results.Practical implicationsKnowing more about the complex relationship between BU management accountants’ personality traits and their degree of influence on managerial decisions allows organizations to make better-informed choices about who to appoint in such a role.Originality/valueThis study distinguishes between management accountants’ influence on strategic decisions and influence on operational decisions. At the BU level, these are two distinct concepts. This reinforces findings from earlier studies conducted at the corporate level. In addition, it turns out that specific personality traits of management accountants, at the BU level, affect the influence they can exert on both strategic and operational decisions taken by their manager(s).
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Romaisyah, Luqita, and Zahroh Naimah. "The Influence of Managerial Ability on Future Performance." Journal of Economics, Business, and Government Challenges 1, no. 2 (January 22, 2019): 6–12. http://dx.doi.org/10.33005/ebgc.v1i2.12.

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The establishment of a single market in the ASEAN which is termed the ASEAN Economic Community (MEA) allows a country to sell goods and services easily to other countries throughout Southeast Asia, thus competition is getting tighter. Every firm should be more innovative in order to have a competitive advantage to win the competition in the industry which is reflected by its performance. Managers with a high ability are believed to be able to make projections of future business conditions, thus they can design the right strategy for the procurement and optimization of the firm's resources utilization in producing output which can lead the firm to has a good performance in future. This study analyze the influence of managerial ability to future performance. Some control variables are used in this study, including firm size, financial leverage, market to book ratio, sales growth, and market share.Hypothesis testing in this study used multiple linear regression analysis to analyze data from 291 manufacturing companies listed on the Indonesia Stock Exchange during the 2008-2010 period. The result prove that managerial ability has a positive effect on future performance up to five years later, but the longer time the influencebecome weaker.
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Leonard-Barton, Dorothy, and Isabelle Deschamps. "Managerial Influence in the Implementation of New Technology." Management Science 34, no. 10 (October 1988): 1252–65. http://dx.doi.org/10.1287/mnsc.34.10.1252.

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W. Ridge, Jason, Dave Kern, and Margaret A. White. "The influence of managerial myopia on firm strategy." Management Decision 52, no. 3 (May 13, 2014): 602–23. http://dx.doi.org/10.1108/md-01-2013-0037.

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Purpose – The purpose of this paper is to examine the effects of temporal myopia (focussing on the short-term) and spatial myopia (focussing on the current market) on firm strategy. Specifically the paper investigates the effects of temporal and spatial myopia on the persistence and conformity of firm strategy. Additionally, the paper tests how environmental munificence moderates these effects. A secondary purpose of this paper is to develop a replicable method of measurement of temporal and spatial myopia. Design/methodology/approach – The authors conducted a manual content analysis of letters to shareholders for 100 firms over three years to measure spatial and temporal myopia. After collecting strategy variables and control variables from Compustat, the authors utilize a random-effects panel methodology. Findings – The results indicate that strategy is influenced by both temporal and spatial myopia. Specifically, temporal myopia creates a focus on the firm's current strategy, leading to a persistent strategy over time and spatial myopia focusses firm decision makers on better known technologies and competitors, leading to conformity to industry strategic profiles. Additionally, the paper tests how environmental munificence influences these relationships. In total, the paper finds that the differing types of managerial myopia have distinct influences on firm outcomes. Originality/value – This paper makes two important contributions to the literature on managerial myopia. First, the paper investigates the differential effects of both spatial and temporal myopia on firm strategy, topics that have been relatively overlooked in empirical investigations of decision making. Second, the paper develops replicable measures for both temporal and spatial myopia, which have been previously suggested to limit the ability to empirically test the implications of managerial myopia (Laverty, 1996).
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Church, Allan H., and Janine Waclawski. "Influence behaviors and managerial effectiveness in lateral relations." Human Resource Development Quarterly 10, no. 1 (1999): 3–34. http://dx.doi.org/10.1002/hrdq.3920100103.

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Alley-Young, Gordon, and Jo Mackiewicz. "Book Review: Guide to Managerial Persuasion and Influence." Business Communication Quarterly 68, no. 4 (December 2005): 508–10. http://dx.doi.org/10.1177/1080569905281343.

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Rhou, Yinyoung, Yuan Li, and Manisha Singal. "Does managerial ownership influence franchising in restaurant companies?" International Journal of Hospitality Management 78 (April 2019): 122–30. http://dx.doi.org/10.1016/j.ijhm.2018.11.019.

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Sternad, Dietmar, and James J. Kennelly. "The sustainable executive: antecedents of managerial long-term orientation." Journal of Global Responsibility 8, no. 2 (September 11, 2017): 179–95. http://dx.doi.org/10.1108/jgr-04-2017-0026.

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Purpose The purpose of this paper is to explain how managers incorporate long-term thinking in their decision-making processes as an antipode to a widely criticized managerial short-termism. For this purpose, the authors present a model of the influence of institutional, cultural and individual temporal factors on managerial long-term orientation (LTO). Design/methodology/approach This conceptual paper is based on a multidisciplinary review of the literature on the causes of managerial LTO. Findings It is proposed that managerial LTO is influenced by cultural and institutional factors on both a societal and an organizational level, as well as by managers’ individual temporal predispositions and the strengths of relational commitments with different stakeholder groups. It is further expected that managerial LTO has an influence on sustainability-related managerial behavior. Practical implications As the presented model reveals the main factors that orient managers toward the long run in their decisions, it can also be used as a framework to evaluate policies to curb managerial myopia on both an organizational and a societal level. Social implications As sustainability is intrinsically linked with the ability to think and act in the long term, understanding the factors that influence managerial LTO can also contribute to building more sustainable organizations. Originality/value One of the main contributions of this paper is that it highlights the link between reciprocal relationships and LTO, an aspect that has not yet been the focus of the literature on the temporal orientation of managers.
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Nasir, Mohamad. "HUBUNGAN ANGGARAN PARTISIPASI, KECUKUPAN ANGGARAN, KOMITMEN ORGANISASI, MOIWASI DAN KINERJA MANAJERIAL DENGAN MODEL PERSAMAAN STRUKTURAL." Media Riset Akuntansi, Auditing dan Informasi 9, no. 3 (December 21, 2009): 57. http://dx.doi.org/10.25105/mraai.v9i3.737.

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<p><em>This research objective is to study the effect of budget adequacy, </em><em>organizational commitment, and motivation on the relationship between </em><em>budget participation and managerial performance. Data collection used 201 respondents that managers participate in preparing budget in public listed in </em><em>Indonesia.and its' colleted by using questionnaire. Data analyzed by using </em><em>structural equation model. This study found that budget participation have </em><em>positive influenced on budget adequacy, but negative influence on </em><em>organizational commitment. Budget participation have positive influenced on </em><em>motivation but not significant. Budget participation have positive influenced </em><em>on managerial performance. Budget adequacy have negative on managerial </em><em>performance. Organizational commitment have positive influenced on </em><em>managerial performance. Motivation have positive influenced on managerial </em><em>performance. Budget participation influences on managerial performance directly more significant than through budget adequacy, organizational </em><em>commitment, and motivation. The future research suggests it can be used by </em><em>measurement model.</em></p><p><strong><em>Keywords: </em></strong><em>budget participation, budget adequacy, organizational </em><em>commitment, motivation, managerial performance, structural </em><em>equation model.</em></p>
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Apollo, Apollo. "THE EFFECT OF STATEGIC MANAGEMENT ON MANAGERIAL PERFORMANCE WITH STRATEGIC IMPLEMENTATION AS A MODERATING VARIABLES (EMPIRICAL STUDY OF THE PULO GADUNG INDUSTRIAL AREA, JAKARTA)." Dinasti International Journal of Economics, Finance & Accounting 1, no. 4 (September 24, 2020): 710–21. http://dx.doi.org/10.38035/dijefa.v1i4.547.

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This study aims to obtain empirical evidence of the influence of external factors, internal factors, strategic planning, strategic implementation on managerial performance. The research unit is 66 respondents on Banking in Jakarta. Methods of analysis tools using path analysis or a combination of correlation and regression to determine the effect of partially or simultaneously. This study was conducted with two models: 1st Model: Influence of External Factors (X1), Internal Factors (X2), Strategic Planning (X3), and the Strategic Implementation (M) on Managerial Performance (Y) either partially or simultaneously among others: partially: the influence of external factors (X1) on managerial performance (Y) of 75.8 % significantly by 0,011, or 11 %, the effect of internal factors (X2) on managerial performance (Y) equal to 61.8 % of non significant ; influence planning strategic (X3) on managerial performance (Y) equal to 74.2 % of non significant ; influence the strategic implementation (M) on managerial performance (Y) by 5 % non- significant . Simultaneously: the influence of external factors (X1), internal factors (X2), strategic planning (X3), and strategic implementation (M) on managerial performance (Y) by a significant 60.2 %. 2nd Model: Influence of External Factors (X1), Internal Factors (X2), and Strategic Planning (X3), the Managerial Performance (Y) with Strategic Implementation (M) as a moderating variable either partially or simultaneously among others: The results of this study have consistency with the entire framework, literature review, and previous studies . The suggestion for the study: (a) for the development of advanced management accounting research is needed outside the model, such other factors which managerial performance (b) to formulate clear policies and management needs to be more concrete criteria above considerations external factors, internal factors, strategic planning, and implementing strategies to improve the performance of managerial
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ISTIANINGSIH, Nanik, Ariyanto MASNUN, and Widya PRATIWI. "Managerial performance models through decision making and emotional intelligence in public sector." ADMINISTRATIE SI MANAGEMENT PUBLIC 1, no. 35 (November 27, 2020): 153–66. http://dx.doi.org/10.24818/amp/2020.35-10.

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Managerial performance may reflect organizational performance. The achievement of organizational goals closely related to managerial performance, but many researchers only look in terms of workforce performance, whereas managerial roles as leaders of organizations have a huge influence in making decisions. A leader also needs emotional intelligence related to how to make the right decisions according to the organization's goals. This study aims to determine and analyze the effect of emotional intelligence on managerial performance directly and indirectly through decision making. The sample in this study amounted to 44 regional device organizations leaders in Bungo Regency. Data analysis method using path analysis. The results of the study note that emotional intelligence and decision making simultaneously affect managerial performance, but partially decision making has a more dominant influence. The indirect effect of emotional intelligence on managerial performance through decision making is greater than the direct influence of emotional intelligence on managerial performance, thus decision making is able to be an intermediary variable for the influence of emotional intelligence on managerial performance. The implication of the study is that if a managerial has good emotional intelligence it will be able to produce the right decision, so that it will have an impact on managerial performance.
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Suryani, Febdwi, and Pujiono Pujiono. "Pengaruh Partisipasi Anggaran, Kejelasan Sasaran Anggaran, Desentralisasi, dan Akuntabilitas Publik terhadap Kinerja Manajerial." Journal of Economic, Bussines and Accounting (COSTING) 4, no. 1 (September 18, 2020): 167–81. http://dx.doi.org/10.31539/costing.v4i1.1516.

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This study aimed to analyze the effect of budget participation, clarity of budget targets, decentralization, and public accountability on managerial performance. Population of this research was 31 Regional Apparatus Organizations (OPD) in Pekanbaru City, there are officials at the head level, heads of offices / sections / fields / sub-services, secretaries, and heads of subsections / sub-sectors / sections of the secretariat, agencies, and officed. The data was collected by distributing questionnaires to 124 respondents, while the questionnaires that could be used were only 89 respondents. Data were analyzed using multiple linear analysis. The results of the analysis found that there is a significant influence between budget participation and managerial performance, there is no significant influence between the clarity of budget targets on managerial performance, there is a significant influence between decentralization and managerial performance, and there is no significant influence between public accountability on managerial performance. The result of testing the coefficient of determination of the hypothesis in this study was 50.3%, while the remaining 49.7% was influenced by other variables not included in this study. The value of t table in this study is 1.662, while the t value of the first hypothesis is -17,166> - 1,668, the second hypothesis is 20,107> 1,668, the third hypothesis is -2,481> -1,668, and the fourth hypothesis is -2,248> -1,668. Keywords: Managerial Performance, Budget Participation, Clarity of Budget Objectives, Decentralization, and Public Accountability.
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Prawati, Levana Dhia, and Martinus Hanung Setyawan. "The Moderating Effect of Environmental Dynamism on Managerial Ownership, Risk, and Performance." Binus Business Review 7, no. 3 (November 30, 2016): 261. http://dx.doi.org/10.21512/bbr.v7i3.1637.

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The goal of this research was to examine the effect of managerial ownership and risk toward company performance with company environment as the moderating variables and the firm-size as the control variable. The hierarchical cluster analysis was used to acquire two group samples of prospector and defender company. The result of multiple regression analysis shows that company environment moderates the risk and the managerial ownership toward the performance. Polynomial regression analysis method was conducted to test the effect of managerial ownership and risk toward the performance in the company with the type of prospector and defender. The result shows that in the prospector company, managerial ownership statistically does not give significant influence to company performance, and in the second degree, managerial ownership does not affect the company performance. This research also proves that managerial ownership negatively affects company performance in the defender company, although this influence gradually changes into the positive influence. This research reveals that risk gives positive influence to company performance in the defender company. Moreover, this influence gradually changes into negative influence. On the other hand, the risk gives negative influence to the performance of prospector company, and it gradually changes into the positive influence.
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Dahl, Michael S., Cristian L. Dezső, and David Gaddis Ross. "Fatherhood and Managerial Style." Administrative Science Quarterly 57, no. 4 (October 31, 2012): 669–93. http://dx.doi.org/10.1177/0001839212466521.

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Motivated by a growing literature in the social sciences suggesting that the transition to fatherhood has a profound effect on men’s values, we study how the wages of employees change after a male chief executive officer (CEO) has children, using comprehensive panel data on the employees, CEOs, and families of CEOs in all but the smallest Danish firms between 1996 and 2006. We find that (a) a male CEO generally pays his employees less generously after fathering a child, (b) the birth of a daughter has a less negative influence on wages than does the birth of a son and has a positive influence if the daughter is the CEO’s first, and (c) the wages of female employees are less adversely affected than are those of male employees and positively affected by the CEO’s first child of either gender. We also find that male CEOs pay themselves more after fathering a child, especially after fathering a son. These results are consistent with a desire by the CEO to husband more resources for his family after fathering a child and the psychological priming of the CEO’s generosity after the birth of his first daughter and specifically toward women after the birth of his first child of either gender.
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Hrynko, Pavlo, and Viktoria Beliavceva. "Innovative character of modernization of managerial information system of the enterprise." Economics of Development 17, no. 3 (December 4, 2018): 42–49. http://dx.doi.org/10.21511/ed.17(3).2018.04.

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Important scientific and practical task concerning identifying the trends of innovation development of the managerial information system of the enterprise is solved and presenting of new concept modernization of managerial information system of the enterprise is done. The development of the managerial information system of the enterprise is described by the influence of innovative changes on processes with managerial information. This is carried out in accordance with the conditions and factors of the enterprise development with the organization of parameters of influence and the development of necessary measures to avoid disintegration of information processing processes, thus increasing the efficiency of information to exercise a guiding influence on processes of management. The concept of achieving information equilibrium in the process of making managerial decisions is substantiated that characterizes a more qualitative level of information provision of decision-making. The methodical principles of organization of the informational basis for the formation of variants of managerial decisions are developed, the effectiveness of which is determined by qualitative and quantitative parameters of managerial information. Information provision of managing an enterprise is formed through the architecture, which includes processes and schemes of organization, structuring, formalization, maintenance and information movement in the managerial system and beyond.
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Gorokhova, Ksenia Valerievna. "The Influence of the Time Factor on Managerial Decision Making." Теория и практика общественного развития, no. 12 (December 4, 2020): 47–50. http://dx.doi.org/10.24158/tipor.2020.12.8.

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The paper deals with the time factor and its influ-ence on managerial decision making in organiza-tions. The technology of a set of situational factors of the company is proposed to determine the spheres of influence of the time factor on manageri-al decision making. The points of intersection of the time factor with management decisions, which are divided into internal and external by the influence exerted, are considered. Then the author refers them to accounting and regulation within operational and strategic management. The phenomenon of time discounting and its impact on management deci-sions are explained. Ways to improve the methodol-ogy of time management system for use in condi-tions of lack of time are presented. A method is pro-posed for calculating the economic efficiency of an enterprise, taking into account the time factor.
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Ford, Cameron M., and Dennis A. Gioia. "Factors Influencing Creativity in the Domain of Managerial Decision Making." Journal of Management 26, no. 4 (August 2000): 705–32. http://dx.doi.org/10.1177/014920630002600406.

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This study examines factors that influence the creativity of managers’ decisions. A domain-based, evolutionary model that describes the influence of context on creative action is combined with a teleological model of creative managerial decision making derived from the strategy formulation and organizational decision process literatures. Results show that two key dimensions of managerial creativity, the novelty and the value of choices, were affected by markedly different factors. Surprisingly, influences on the novelty of managers’ choices were essentially independent of influences on the value of those choices. Overall, this study represents an initial attempt to describe and empirically examine processes that affect the creativity of executives’ choices.
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Jacobs, Henny. "THE EFFECT OF MANAGERIAL COMPETENCIES, ENTREPRENEURSHIP AND INTEGRITY TO THE MANAGEMENT EFFECTIVENESS ON EARLY CHILDHOOD MANAGER OF KABUPATEN INDRAGIRI HULU PROPINSI RIAU." Journal of Education Research in Administration and Management (JERAM) 1, no. 1 (January 16, 2017): 13. http://dx.doi.org/10.29061/jeram.v1i1.21.

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The aim of the research is to describe the influence of managerial competencies, entrepreneurship and integrity on early chilhood manager of kabupaten Indragiri Hulu Propinsi Riau in 2015. Form used is quantitative research, with 91 samples of 118 population of manager of early childhood by using simple random sampling. The data collection techniques used are questionnaires. Analysis of the data using normality test, reggresion test and path analysis. The research results are: 1) Managerial Competencies has positive and significant influence on management effectiveness; 2) Entrepreneurship has positive and significant influence on management effectiveness; 3) Integrity has positive and significant influence on management effectiveness; 4) ) Managerial Competencies has positive and significant influence on Integrity; 5) Entrepreneurship has positive and significant influence on Integrity; 6) ) Managerial Competencies has positive and significant influence on entrepreneurship.
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