Imagination, Indeterminacy, and Managerial Choice at the Limit of Knowledge

2020 ◽  
Vol 45 (4) ◽  
pp. 735-744
Author(s):  
Sharon A. Alvarez ◽  
Joe Porac
Keyword(s):  
Managerial Choice

The Announcement Effects of Restricted Open Market Share Repurchases: Experience from Taiwan

2004 ◽  
Vol 07 (03) ◽  
pp. 335-354 ◽  
Author(s):  
Miawjane Chen ◽  
Chao-Liang Chen ◽  
Wan-Hsiu Cheng
Keyword(s):  
Abnormal Returns ◽  
Free Cash Flow ◽  
Share Repurchase ◽  
Open Market ◽  
Announcement Effects ◽  
Significant Difference ◽  
Repurchase Announcements ◽  
Free Cash Flow Hypothesis ◽  
Managerial Choice ◽  
Signaling Hypothesis

In this paper we empirically examine the effects of 451 restricted share repurchase announcements in Taiwan. Their 3-day cumulative abnormal returns are all significantly positive for different purposes and Tobin's qs. However, there is no significant difference in abnormal returns for different repurchasing purposes. This indicates that mandating a purpose is not really an effective tool for limiting managerial choice. Moreover, when the related variables are controlled, the other empirical results we conducted indicate that, at least in Taiwan, the traditional signaling hypothesis and the free cash flow hypothesis can function simultaneously to explain the effects of the restricted repurchase announcements.

Computers and managerial choice

1985 ◽  
Vol 14 (2) ◽  
pp. 35-49 ◽  
Author(s):  
Peter G.W. Keen
Keyword(s):  
Managerial Choice

From the Design of Structures to the Designing of Organizations

2020 ◽  
pp. 19-46
Author(s):  
Rodrigo Magalhães
Keyword(s):  
Organization Theory ◽  
Design Thinking ◽  
Organization Design ◽  
Future Trends ◽  
Business Economics ◽  
Managerial Action ◽  
Historical Outline ◽  
Institutional Organization ◽  
Managerial Choice

The chapter starts with a historical outline of organization design featuring the following trends: • Contingency and configuration • The Simonian design tradition • Institutional organization design • Cognitive, situated, and generative approaches • Systemic approaches from business economics. Next, the chapter turns to an analysis of future trends, based on three proposals. The first concerns the growth of design thinking, which although containing a host of proposals for organization design change, it is so far not seen as an organization designing trend. Second, the trend of managerial choice and action as the focus of organization design is brought back from classical organization theory but with a new twist, that is, the role of the manager is now split into three separate but integrated activities—strategizing, designing, and managing. Third, it is proposed that the turn in some management literature towards language and meaning would become the focus of managerial action under the new design-inspired paradigm.

Choosing between the formal and informal economy: how do managers decide?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amine Abi Aad ◽  
James G. Combs
Keyword(s):  
Informal Economy ◽  
Regulatory Focus ◽  
Social Ties ◽  
Research Question ◽  
Formal Institutions ◽  
Firm Level ◽  
Content Type ◽  
Top Managers ◽  
New Research ◽  
Managerial Choice

PurposeWe raise and address an unexamined research question: Why do managers place some business activities in the formal economy and others in the informal? This firm-level managerial choice is most visible in emerging economies and is important due to its performance implications.Design/methodology/approachWe theorize that managers use social ties with formal institutions (e.g. parliament, central bank) to protect against (1) being singled out for enforcement and (2) opportunistic business partners, and that these protections allow managers to conduct more activities in the informal economy. Based on regulatory focus theory, we also submit that managers with a promotion (prevention) focus mindset are more (less) prone to use their social ties with formal institutions to emphasize the informal economy. Hypotheses are tested using survey data from 362 Lebanese top managers.FindingsManagers' social ties with formal institutions relate positively to their propensity to use the informal economy, and managers with a promotion mindset are more willing and those with a prevention mindset are less willing to leverage their social ties with formal institutions to conduct activities in the informal economy.Originality/valueOur study raises an important new research question at the intersection of strategic and international management and offers an initial answer. Working within the informal economy requires informal social ties among informal actors, but for formally registered firms, entry into the informal economy requires informal ties with formal actors.

Maximization, Incomparability, and Managerial Choice

2007 ◽  
Vol 17 (03) ◽  
pp. 497-513 ◽  
Author(s):  
Nien-hê Hsieh
Keyword(s):  
Decision Making ◽  
Stakeholder Theory ◽  
Market Value ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Single Measure ◽  
Long Run ◽  
Managerial Choice ◽  
Managerial Responsibility

ABSTRACT:According to one prominent view of rationality, for the choice of alternative to be justified, it must be at least as good as other alternatives. Michael Jensen has recently invoked this view to argue that managers should act exclusively to maximize the long-run market value of economic enterprises. According to Jensen, alternative accounts of managerial responsibility, such as stakeholder theory, are to be rejected because they lack a single measure to compare alternatives as better or worse. Against Jensen's account, this paper argues that choosing the alternative that is at least as good as other alternatives need not preclude managers from respecting considerations in addition to long-run market value. The paper argues that such considerations may be incorporated into managerial decision-making by introducing constraints and priorities into the process of maximizing long-run market value and by allowing for “clumpy” values.

Competing values leadership: quadrant roles and personality traits

2008 ◽  
Vol 29 (2) ◽  
pp. 127-143 ◽  
Author(s):  
Alan Belasen ◽  
Nancy Frank
Keyword(s):  
Leadership Development ◽  
Personality Traits ◽  
Latent Variables ◽  
Spatial Arrangement ◽  
Competing Values Framework ◽  
Leadership Roles ◽  
Competing Values ◽  
Content Type ◽  
Stimulus Response ◽  
Managerial Choice

PurposeThe purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.Design/methodology/approachA survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.FindingsThe results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.Research limitations/implicationsThis study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.Practical implicationsThe new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.Originality/valueThe paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.

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