Results 271 to 280 of about 81,108 (312)

THE CONDITIONINGS OF THE MANAGERIAL PERFORMANCE [PDF]

Review of General Management, 2009
Nowadays, performance has become a landmark for managers and subordinates, the pattern according to which objectives are set and results are to be achieved, in every socio-economic system.A performance related organization takes better advantage of the opportunities provided by the environment, surpasses easier the difficulties it comes across, better ...
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Network Building and Subsidiary Managerial Performance

Academy of Management Proceedings, 2016
We examine how network building, environmental uncertainty and access to strategic information, separately and in interaction, affect managerial performance. Using a multi-source dataset of 213 subsidiary managers in a European MNC and controlling for lagged outcomes we confirm that networking is not only beneficial to performance, but that performance
Lee, Ilro, Cogin, Julie Ann
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Rewarding managerial performance

1990
The final link in the management control cycle is to connect the achievement of desired results with incentives for managers, so that they are motivated to achieve the performance targets that are set. The linking of rewards with performance helps ensure that effort is devoted in desirable directions.
Clive Emmanuel, David Otley, Kenneth Merchant   +2 more
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Investment Decisions and Managerial Performance Evaluation

Review of Accounting Studies, 1997
This paper considers incentive provisions for a manager who makes investment decisions. The manager's performance measure can be based on current accounting information: cash flow, depreciation, book value, and current investment. We argue that Residual Income is the unique (linear) performance measure that achieves goal congruence, i.e., the manager ...
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Managerial Climate and Organizational Performance.

Academy of Management Proceedings, 1967
In summary, the purpose of the study was to provide information to permit planning for increased organizational efficiency and effectiveness when managerial climate in a firm is used as a means of ...
Eugene E. Kaczka, Roy V. Kirk
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Importance of performance information in managerial work

Industrial Management & Data Systems, 2009
PurposeThe purpose of this study is to analyse the connection between managerial job and importance of job‐relevant performance information.Design/methodology/approachTwo hypotheses on the relationship of the nature of job to the job‐relevant information are tested by survey data gathered in spring 2008.
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Managerial Performance Evaluation

1997
We have seen how the organization’s accounting library emphasizes financial data, while keeping an eye on their integrity. We have also seen how the building blocks of cost aggregation and linear approximation, interlinked with cost allocation, are used to construct that library.
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A Study on Managerial Performance Evaluation

2011
Managerial performance evaluation is an important problem in management science. In order to evaluate managerial performance fairly, a newly named analytical method is presented here. This method, two stage relative efficiency model, evaluates managerial performance by eliminating the influence of existing conditions.
Zhao Chenguang, Xu Yanli, Feng Yingjun
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Countries and firms explaining managerial performances

2020
A large body of research in recent years result in the growth of knowledge about better or worse management practices. However, comparative research using firm-level data has been limited by the different styles on management and by the unavailability of homogeneous data sources, especially in former transition and Asian countries.
Iorio R, Segnana M
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Managerial Discretion and Takeover Performance [PDF]

, 2001
We investigate the relation between long run takeover performance and board share ownership in the acquiring company for a sample of 142 UK takeovers completed between 1985-95. We find evidence of a non-linear relationship both between board ownership and takeover profitability, and between board ownership and post-takeover share returns.
A Cosh, P Guest, A Hughes
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