scholarly journals Managerial Talent and Managerial Practices: Are They Complements?

2021 ◽  
Author(s):  
Audinga Baltrunaite ◽  
Giulia Bovini ◽  
Sauro Mocetti
Keyword(s):  
Managerial Practices ◽  
Managerial Talent

Managerial Practices Scale

1998 ◽  
Author(s):  
Benjamin Schneider ◽  
Susan S. White ◽  
Michelle C. Paul
Keyword(s):  
Managerial Practices

Improving management as a way to increase labour productivity

Upravlenie ◽  
2020 ◽  
Vol 8 (4) ◽  
pp. 24-30
Author(s):  
A. O. Ivanov
Keyword(s):  
Productivity Growth ◽  
Labour Productivity ◽  
Production Costs ◽  
Managerial Practices ◽  
Industrial Enterprises ◽  
Labour Productivity Growth ◽  
Period 2 ◽  
Main Factors ◽  
The Moment

The article gives an overview, performs analysis and classification of successful managerial practices applied at Russian industrial enterprises in the framework of the national project “Labour productivity and employment support”. The paper emphasizes the main factors of labour productivity growth as follows: investment policy, growth of human capital, and efficient use of managerial capital of enterprise. In order to determine the need of enterprises to increase labour productivity, the author proposes four universal criteria that signal the existing inefficiency even before the loss of competitiveness: 1) the dynamics of labour productivity in the company is not positive during a given period; 2) the company is behind competitors by labour productivity indicator; 3) the company is behind competitors by labour productivity growth rates indicator for a certain period; 4) unit production costs rise. These criteria allow you to take into account the situation both within the enterprise and in comparison with other enterprises. Each criteria can be considered separately or in combination with the others, applied to enterprises of different industries, specialization, and scale. Criteria indicate the direction of development in which the company is experiencing difficulties at the moment, or may experience them in the future.

KONFLIK DAN KINERJA KARYAWAN

2018 ◽  
Vol 3 (3) ◽  
pp. 431-440
Author(s):  
Santi Retno Sari
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Managerial Practices ◽  
Research Findings ◽  
Job Levels ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

The purpose of this paper is to examine the relationships to which leadership style (task and relations oriented leadership) moderate the impact of conflict on employee performance. Data were collected from 92 employees in different job levels. Partial least squares variance-based structural equation modeling (PLS-SEM) was used to test the relationship in the models. The results showed that task and relation conflict was associated with employee performance. The research findings also showed that leadership styles moderated the relationship between conflict and employee performance. This study offers implications for managerial practices. Practical implications and suggestions described in the paper Keywords: leadership style, conflict, performance.

Market Timing and Managerial Talent

2009 ◽  
Author(s):  
Amir Rubin ◽  
Alexander Vedrashko
Keyword(s):  
Market Timing ◽  
Managerial Talent

Market Timing and Managerial Talent

2011 ◽  
Author(s):  
Amir Rubin ◽  
Alexander Vedrashko
Keyword(s):  
Market Timing ◽  
Managerial Talent

Meeting or Beating Management Forecasts: Implications for Managerial Talent

2015 ◽  
Author(s):  
Kai Wai Hui ◽  
Shiheng Wang ◽  
Yao Zhang
Keyword(s):  
Management Forecasts ◽  
Managerial Talent

Book Review:The Human Constraint: The Coming Shortage of Managerial Talent. John B. Miner

1976 ◽  
Vol 49 (2) ◽  
pp. 277
Author(s):  
George Strauss
Keyword(s):  
Managerial Talent

scholarly journals The ‘3CE2CE’ Framework—Change Management Towards a Circular Economy: Opportunities for Agribusiness

2021 ◽  
Author(s):  
Nan-Hua Nadja Yang ◽  
Ana Carolina Bertassini ◽  
Jéssica Alves Justo Mendes ◽  
Mateus Cecílio Gerolamo
Keyword(s):  
Content Analysis ◽  
Literature Review ◽  
Change Management ◽  
Circular Economy ◽  
Agricultural Sector ◽  
Implementation Process ◽  
Managerial Practices ◽  
Depth Analysis ◽  
The Common ◽  
Transformation Processes

AbstractFor the transition towards a circular economy (CE), organisations have to be prepared to adapt to major changes. Thus, the concept and implementation of change management (CM) will be essential to an organisation’s success during this transformative period. Studies have shown that organisational CE barriers were more significant than individual CE barriers. To overcome such obstacles, the most appropriate set of managerial practices should be carefully considered. These barriers also have the potential to influence the agricultural sector, which seeks to adopt more sustainable ways of production. The goal of this paper is to propose a solution framework based on CM strategies to overcome organisational challenges posed by a CE, especially for agribusinesses. To accomplish this objectively, a systematic literature review and a content analysis were conducted. The common errors in CM within the implementation process and the main CE barriers were identified and classified. An in-depth analysis of the issue’s roots led to a solid understanding of how to tackle such CM problems. This paper presents an overview of organisational CE barriers verified in the agricultural context, the common errors in CM, and the correlation between these findings. The two areas were then combined in a matrix that shows the connection between common errors in CM errors and CE barriers. Based on this result, a solution framework called 3CE2CE was developed that provides a step-by-step guide on how organisations can successfully undergo transformation processes towards a CE with the principles of CM.

scholarly journals Rediscovering the Cooperative Enterprise: A Systematic Review of Current Topics and Avenues for Future Research

2021 ◽  
Author(s):  
Andres Felipe Camargo Benavides ◽  
Michel Ehrenhard
Keyword(s):  
Social Impact ◽  
Social Issues ◽  
Social Enterprises ◽  
Future Research ◽  
Generation Process ◽  
Managerial Practices ◽  
Organizational Perspective ◽  
Multilevel Studies ◽  
Cooperative Enterprise ◽  
Organizational Literature

AbstractFor decades, the cooperative enterprise (CE) produces market goods and/or provides services in the interest to its members, such as communities, customers, and suppliers. The upsurge of interest in social enterprises, and their balancing of social and economic interests, has also led to a renewed interest in CEs, often seen as a specific type of social enterprise. However, from an organizational perspective, this renewed interest has been both limited and scattered over a variety of fields. In this paper, we systematically review papers on CE in the mainstream organizational literature, defined as literature in the fields of economics, business, management and sociology. Our review integrates and synthesizes the current topics in the mainstream organizational literature and provides a number of avenues for future research. In addition, we compare our findings in the organizational literature to the social issues literature as these appeared to be quite complimentary. We found multilevel studies, determination of social impact—in particular measurable impact, managerial practices for sustainable (organisational) development, and the entrepreneurial opportunity generation process as the four key avenues for future research.

Managerial talent in personnel

1979 ◽  
Vol 22 (6) ◽  
pp. 10-20 ◽  
Author(s):  
John B. Miner
Keyword(s):  
Managerial Talent
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