We discuss and examine empirically a firm-level equivalent of the ancient problem of ‘tying the King’s hands’, namely how to avoid managerial intervention that is undertaken to reap private benefits but is harmful to overall value creation, that is, ‘managerial opportunism’. The link from managerial intervention to firm-level value-creation is moderated by employee motivation. Thus, interventio...

OBJECTIVES To identify the barriers to and facilitators of implementing guidelines for targeted temperature management (TTM) after cardiac arrest perceived by hospital resuscitation champions and to investigate the changes in their perceptions over the early implementation period. DESIGN A longitudinal qualitative study (up to 2 serial semistructured interviews over 1 year and focus groups). ...

BACKGROUND Low grip strength in older inpatients is associated with poor healthcare outcomes including longer length of stay and mortality. Measuring grip strength is simple and inexpensive. However, it is not routinely used in clinical practice. We aimed to evaluate the implementation of grip strength measurement into routine clinical practice. METHODS This implementation study was a mixed m...

Studies summarized by the United Nations Commission on Trade and Development show that companies in developing countries face problems executing e-commerce strategies. To determine which barriers might be transitional and which might be persistent, a longitudinal study was conducted of companies in five Caribbean countries. Interviews were conducted with 23 companies in 2004. Interviews were re...

This study examines managers‟ perceptions of Knowledge Management (KM) prior to implementation of KM-systems in a global insurance company and investigates whether Hierarchical structures are conducive to KM. Mixed methods are used, combining large scale surveying and case study using content analysis to organize the data into themes that provide the basis for arguments. Evidence suggests that ...

We propose a novel approach to evaluating the empirical importance of individual managerial characteristics: We analyze different managerial positions (CEO and CFO) jointly and ask whether a managerial bias (overconfidence) matters for decisions under the control of the manager, but not for decisions outside the manager’s core duties. Using a new data set on CEO and CFO overconfidence, we show ...

This study was undertaken to discover working public thoughts about roles of United States women in leadership positions and to test the relationship between managerial leadership styles and organizational effectiveness. A survey of perceptions of leadership roles and effectiveness distributed 700 randomly selected entities from industries in the United States. Findings suggest approximately 50...