Mapping the Knowledge

In this chapter, the author examines the possibility of applying the servant leadership concept's critical components in the innovation management process. The author, based on his own experience as a top manager of a prominent Russian public company, reveals the importance of a proactive approach to managing innovative projects. The chapter's objective is to develop the rules for the proactive management of innovative project portfolios and, based upon these rules, to lead the team of key personnel. The author concludes that while following the five rules of proactive management of innovative projects, the manager becomes a team's servant-leader. The manager is not suppressing the team's initiative, not depriving them of the right to independently understand current events, and arming them with self-immersion tools in the project's details. The author is confident that the presented approach may be of interest to other practicing innovative managers.

FORMATION OF MANAGERIAL COMPETENCIES OF MANAGERS AND THEIR IMPACT ON THE COMPETITIVENESS OF THE FIRM AND THE LABOR MARKET IN UKRAINE

The article identifies key factors influencing the labor market. The economic meaning of the concept’s «competence», hard skills, soft skills, their importance in the professional activity of the top manager has been investigated. The main advantages of hard and soft skills of the top manager have been ascertained. It has been proven that in contrast to hard skills, soft ones allow a manager to perform managerial functions (make decisions, organize and manage teams, large teams, negotiate effectively, delegate authority successfully, assign priorities, manage time, prevent conflict situations); increase the level of competitiveness of the firm; create new jobs; create financial, organizational prerequisites to meet the personal needs of employees. A method to determine the level of competence of managers has been developed, it will assess the level of their professional skills and its impact on the success of the organization. It has been substantiated that the implementation of managerial competencies creates the prerequisites for increasing the competitiveness of the firm by making considered strategic decisions, conducting competent analytical work on the strengths and weaknesses of competitors, creating a favorable psychological climate, reducing a staff turnover. Keywords: managerial, management competencies, soft skills, hard skills, employment, competitiveness, personal needs, labor market JEL Classification M53 Formulas: 3; fig.: 2; tabl.: 1; bibl.: 21.

THE ROLE OF EMOTIONAL INTELLIGENCE IN THE ACTIVITY OF THE TOP MANAGER IN PUBLIC INSTITUTIONS

In this article we study the emotional intelligence and its role in the activity of the top manager in public institutions. The levels of emotional intelligence training are also described

Modeling the competencies of a top manager as part of a management team

The article substantiates that special attention should be paid to the level of development of competencies, managers, contributing to the achievement of team results when assessing the competencies of team members in the top management of a company. The adapted "20 faces" competency framework of top managers of the company was clarified by assigning different weights to competencies, whose high level of development is a prerequisite for effective activity of a manager as part of a team. An expert survey of specialists was conducted, according to the results of which the importance of competencies aimed at obtaining a team result, wellcoordinated work and obtaining a synergistic effect from the team cooperation of the company's top managers was confirmed. The aggregate indicator of the level of development of top managers' competencies was clarified by taking into account the weighting factors, which were determined as a result of an expert survey.

Asymmetric effects of alliance intensity on absorptive capacity: the differences between potential and realized capacities

PurposePrior research suggests that organizational alliances' contribution to innovation performance is conditional to absorptive capacity (AC). Instead of an antecedent of alliances, in this study, the authors conceptualize and evaluate AC as an outcome of alliance intensity.Design/methodology/approachThe authors tested their theoretical framework using multivariate statistical analysis on data collected from a survey applied to dedicated biotechnology firms (DBFs) from three countries: Brazil, Portugal and Spain.FindingsFirst, the results show that whereas the high alliance intensity effect is positive and stronger on RAC, it is negative and weaker on PAC. Second, the alliance intensity effect on RAC is strengthened when firms have alliances only in their home country and the top manager does not have both academic and managerial experiences.Practical implicationsThe authors’ study suggests as implications for DBFs: (1) firms should form alliances to develop AC, (2) firms should consider alliances for improving AC when top managers' expertise is not diverse, and (3) firms should consider only alliances with national partners as a differential for AC development.Originality/valueThis research contributes to the literature of dynamic capabilities, AC, alliances and innovation management by providing empirical validation for key contingencies surrounding the benefits of alliances as an antecedent of AC.

SME Re-Internationalization Strategy

Re-internationalization represents a research challenge for the internationalization process. Many companies withdraw from international operations go through a period of interregnum time, and then reenter in the international arena. Little is known about this process and whether re-internationalizers opt for the same entrepreneurial orientation or behave differently than they began with the first approach, allowing for faster re-entry and take-off. This chapter follows a qualitative methodological approach, based on the case study, using semi-structured interview with the top manager of the wine company. This work is intended to serve as a basis for future studies related to the internationalization of SME, based on the profile of CEO, and as a basis for reflection by company managers. This exploratory study aims to contribute to the emerging literature on entrepreneurial orientation and re-internationalization using the SME case study.

Schischmanow steigt bei Rewe auf

Die Rewe Group bekommt einen neuen Finanzchef: Telerik Schischmanow zieht als CFO in den Vorstand ein. Mitte 2022 soll der Top-Manager die Aufgaben vom aktuellen Finanzvorstand Christian Mielsch übernehmen.

Lidl verliert Top-Manager

Lidl laufen die Manager davon – vor allem im Einkauf. Während sich die Schwarz-Gruppe neu sortiert, wollen Aldi Nord und Gorillas vom Know-how des Schwarz-Discounters profitieren.

STRATEGI KEPEMIMPINAN KEPALA SEKOLAH DALAM MENINGKATKAN KEDISIPLINAN GURU PADA MAN 1 KABUPATEN ACEH UTARA

A school principal as a top manager has a strategic role in fostering the school teachers’ work discipline. The objective of his research was to describe the programs or policies made and the obstacles encountered by the principal in fostering the teachers’ work discipline at Islamic State Senior High School (MAN) 1 of Aceh Utara Regency. A descriptive – qualitative approach was used in conducting this research, and the data were collected by doing interviews, observation, and documentation. The research subjects were the school principal and the school teachers. The results indicate that the aim of the programs fostering the teachers’ work discipline was to achieve the learning goals which might expectedly lead to the improvement of the school quality. Each program was arranged to provide a good, effective, and fun learning which should be the school goals – oriented. It was also found that in facing the teachers with a moderate level of work commitment, the principal implemented situational leadership while in dealing with the teachers who had higher level of work commitment, the principal implemented consultative and participative leadership. In addition, the principal often discussed with the teachers and listen to their ideas. The obstacles encountered by the principal in fostering the teachers’ work discipline and motivation were several teachers who came late to the school, those who prepared the incomplete learning tools, and those who used no media in teaching and learning process. Abstrak Kepala sekolah sebagai top manager memiliki peran yang strategis dalam meningkatkan disiplin kerja guru. Penelitian ini bertujuan untuk mendeskripsikan program kepala sekolah, kebijakan kepala sekolah untuk meningkatkan komitmen kerja guru, serta kendala kepala sekolah dalam meningkatkan kedisiplinan guru pada MAN 1 Kabupaten Aceh Utara. Penelitian ini menggunakan pendekatan deskriptif kualitatif.Teknik pengumpulan data yang digunakan adalah wawancara, observasi, dan studi dokumentasi.Subjek penelitian kepala sekolah dan guru. Hasil penelitian menunjukkan bahwa program peningkatan disiplin kerja guru bersasaran untuk tercapainya proses pembelajaran dengan optimal, sehingga pada akhirnya mutu sekolah dapat ditingkatkan. Setiap penyusunan program diarahkan agar proses pembelajaran berjalan dengan baik, efektif, dan menyenangkan, dan berorientasi kepada pencapaian tujuan sekolah. Kebijakan kepala sekolah untuk meningkatkan komitmen guru dengan menerapkan kepemimpinan yang bersifat situasional bagi guru-guru yang komitmen kerjanya biasa, tetapi sikap mereka lebih patuh dalam melaksanakan tugasnya, kepala sekolah menerapkan kepemimpinan konsultatif dan partisipatif. Kepala sekolah banyak berdiskusi untuk mendapatkan cara yang disetujui oleh guru-guru. Kendala dalam meningkatkan disiplin kerja guru antara lain masih ada sebagian kecil guru yang datang terlambat ke sekolah, masih ada guru yang tidak menyiapkan perangkat pembelajaran dengan lengkap, tidak pernah menggunakan media dalam melaksanakan pembelajaran.