Perceived managerial discretion: a study of cause and effect

Article Abstract:

The concept of managerial discretion was first studied by Hambrick and Finkelstein (1987) who theorized that it is affected by the task environment, the internal organization and managerial characteristics. Managerial discretion is defined as the ability of executives to influence major organizational outcomes. A study was conducted extending research on this concept. Data were gathered during a series of complicated and in-depth management behavioral simulation implementations. A total of 98 practicing managers and experienced MBA students participated. Findings revealed systematic differences in the amount of discretion managers perceive. Also, the hypothesized relationship between locus of control, a stable personality difference and perceptions of managerial discretion was supported. Moreover, perceived discretion was found to predict managerial power, particularly if the manager has little discretion.

Research, Administrative discretion, Organizational behavior, Executive ability, Personality, Control (Psychology), Personality (Psychology)

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Compensation strategy: does business strategy influence compensation in high-technology firms?

Article Abstract:

The study examines if the compensation systems for strategic employee groups in the high technology industry are impacted by a firm's innovation strategy.

Canada, Personnel administration, Management Compensation, Analysis, Compensation and benefits, Executives, Executive compensation, Strategic planning (Business)

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Testing a model of reasoned risk-taking: governance, the experience of principals and agents, and global strategy in high-technology IPO firms

Article Abstract:

The strategies of high technology firms that have just issued initial public offerings are discussed.

Case studies, Corporate governance, Going public (Securities), Initial public offerings, Company public offering

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