This study aims to test cost stickiness behavior under different managerial ability levels. Managerial plays an important role in resource-related decision making. Previous research assumes that managers exhibit similar abilities manage resources. However, with may make resource decisions, which leads More able can resources efficiently and deal shortages. also tests the effects of environmenta...

The level of managerial ability that a firm possesses may to large extend influence its investment efficiency. purpose this article is argue has significant relationship with the Based on data set 702 year observations for financial period 2008- 2020, researchers investigated whether (MA) associated efficiency (IE). between independent and dependent variables was tested using multivariate fixed...

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...

Tested the hypothesis that induced conceptions of ability as a stable entity or as an acquirable skill would affect self-regulatory mechanisms governing performance in a simulated organization. Ss served as managerial decision makers in which they had to match employees to subfunctions and to discover and apply managerial rules to achieve a difficult level of organizational performance. Those w...

The aim of this paper is to highlight the issue of managerial competencies and competency model in industrial enterprises. This paper builds upon the theory of knowledge processing and its role as a theoretical basis for knowledge development in the area of managerial competencies. Managerial competencies are becoming one of the key building blocks of success in a company to achieve both the mi...

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 ...