Understanding Emergency Preparedness in Public Agencies: The Key Role of Managerial Perceptions

A central function of government is to protect citizens from harms of various hazards. Research on governmental emergency preparedness focuses predominantly on emergency management agencies per se but seldom assesses the full range of public sector agencies—nor how public managers specifically shape agency actions. This study addresses these gaps by investigating how perceptions and attitudes of administrators in nonemergency management agencies affect preparedness. Using a survey of U.S. public transit agencies, I demonstrate how managers’ perceived risks and efficacy beliefs shape nonemergency public agencies’ commitment to emergency preparedness. These findings suggest pathways for improved emergency preparedness across public sector agencies overall.

EXPRESS: How do managerial perceptions of performance feedback affect innovation?

Although managers’ perceptions are core to the Performance Feedback Theory, few empirical studies measure managerial perceptions of their organization’s performance and theorize on the (in)consistency between perceptual and objective performance feedback. Based on longitudinal survey data of Canadian organizations, we examine how this (in)consistency affects the propensity for innovation in organizations. Our analysis broadly validates that inconsistency between the two types of feedback it dampens innovation. Second, positive perceptions strengthen the relationship between positive objective performance feedback and innovation, leading to increased innovation, whereas negative perceptions strengthen the relationship between negative performance feedback and innovation, echoing the problemistic search hypothesis. We also find that perceptions moderate the effect of objective performance feedback differently in the social and historical dimensions as well above and below the aspiration thresholds.

Why do hotels find reducing their carbon footprint difficult?

Purpose The term “carbon footprint” emerged during the early 2000s, but many hotels remain unaware of what they should do to implement a comprehensive programme to reduce carbon footprint despite having some environmental measures. This study aims to investigate the barriers to reducing hotel carbon footprint and to explore why many hotel managers remain bystanders. Design/methodology/approach In-depth semi-structured interviews were conducted with hotel executives to understand what hinders hotels’ implementation of comprehensive programmes to reduce their carbon footprint. The NVivo 11 software package was used to organise data and code the transcribed interviews to identify patterns and themes. Findings The findings identified several main barriers. They were (1) a lack of understanding, (2) a lack of owner initiative, (3) difficulty with measurements, (4) a lack of stakeholder coordination and support, (5) a lack of a strong mediator, (6) balancing interests and (7) risky investment. The findings of this study suggest some specific strategies for overcoming these barriers. Research limitations/implications The study sample was restricted to the Hong Kong hotel executives interviewed; therefore, the findings will not reflect the full picture of managerial perceptions. Drawing on the foundations laid by this study, researchers could collect quantitative data from hotels in other countries to conduct a cross-cultural study. Originality/value Very few studies have investigated barriers to carbon-footprint reduction programmes. Specifically, none have been published in the hotel environmental management literature. This study represents a preliminary step towards understanding the barriers that prevent hotels from implementing the programmes.

Managerial Perceptions on Internal Business Process Perspective in Commercial Banks of Nepal

This paper aims to explore managerial perceptions on the internal business process perspective in Nepalese commercial banks. A set of questionnaire consisting five-point Likert-type scale statements was administered to collect data from sample units; state-owned banks, private banks, and joint venture banks. The findings indicate that customer need satisfaction has been perceived as the top priority measure of the internal business process perspective in Nepalese banks. Distribution reach and process delivery aspects of the internal process perspective have also got more preferences as per the perceptions of the managers. However, some other aspects such as service cycle duration, a sufficient number of training hours, and a comprehensive innovation process seem to be less preferred. The overall results show that the internal business process as per the response is satisfactory.

COVID-19 response: students’ readiness for shifting classes online

Purpose Coronavirus disease 2019 (COVID-19) pandemic has led education institutions to move all face-to-face (F2F) courses online across the globe. The purpose of this study was to investigate Indian students’ perception of readiness for this sudden shift and at the same time, report a possible approach of good institutional governance to respond to such an unprecedented crisis. Design/methodology/approach This study followed a mixed approach combining both quantitative (e.g. survey) and qualitative (e.g. interview) methods. A survey was distributed among 100 purposively selected students out of which 50 were college students and 50 were from secondary schools following heterogeneous purposive sampling techniques. In total, 30 participants were interviewed as per a set interview protocol. Data were analyzed descriptively and inferentially based on several demographic differences. Findings Findings revealed that students were neither satisfied nor ready for this sudden shift toward online education rather they felt fear, uncertainties, and several challenges owing to a deep digital divide to adapt to this unprecedented shift. They were found absorbed in memories of F2F mode before the COVID outbreak and take this online shift as a temporary adjustment owing to respond to the pandemic finding no possible alternate. Originality/value This study contributes and extends corporate governance literature by offering new evidence of perception differences between the company and customers as well. Education providers often assume that students desire online courses for their convenience and believe it equivalent to or better than F2F courses. This study challenges these managerial perceptions by examining students’ studies empirically and the findings will help regulators and policymakers to change accordingly.

Managers’ incentives and disincentives to engage with integrated reporting or why managers might not adopt integrated reporting: an exploratory study in a nascent setting

Purpose Despite its envisaged benefits, integrated reporting (IR) has yet to achieve its “breakthrough”, especially among small- and medium-sized enterprises (SMEs). This study aims to discern SME leaders’ attitudes toward IR, and thereby to reveal managerial perceptions of both the potential benefits and the challenges that actually prevent them from embarking on IR. Design/methodology/approach This explorative study is grounded on semi-structured interviews with 16 managers of large German SMEs, which yet do not apply IR but are potential candidates to implement it in the future. The engagement with non-preparers is expected to paint a more representative picture of actual reasons for IR (dis-)engagement compared to prior studies that address the few firms that have adopted IR and overcome its challenges. Applying Brown and Fraser’s (2006) conceptual landscape, results are presented analogous to a business case-, stakeholder accountability- and critical theory dimension. Findings Contrary to prior studies, which identified stakeholder accountability endeavors as kindling SME managers’ interest in voluntary reporting initiatives, managers regard IR primarily as a business case, serving to achieve legitimacy, improve corporate image, reach out to professional investors and assist in employee recruitment. However, they refrained from actually adopting the novel reporting medium, which suggests that decision-makers might not believe the business case to be as unproblematic as claimed by the proponents of IR. This was traced back to three major impediments that currently inhibit SMEs from reporting in an integrated way, namely, a perceived lack of interest by the relevant publics, infeasibility of the IR concept to meet user needs and preparation costs. These drawbacks resemble those of earlier voluntary reporting experiments, calling into question the “revolutionary” character of IR. The study critically concludes that the future development of IR depends on addressing these barriers. Originality/value To the best of the author’s knowledge, this is the first explorative study to deliberately engage with IR non-preparers to draw conclusions on impediments to IR. The identification of relevant incentives and disincentives for IR among SME managers at first hand not only adds to the small extant IR research body and provides valuable insights for research, practice and standard setting but also contributes to the contemporary debate about dominant legitimacy-based explanations in the broader domain of social and environmental accounting and reporting.