Managerial Discretion and Performance in China
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The theoretical and empirical literature to date has fallen short of reaching a consensus as to whether granting more managerial discretion to managers tends to enhance, not alter or diminish organizational performance (the discretion puzzle). This book aims to build a bridge between these contradictory results by synthesising principal-agent theory, stewardship theory, and managerial discretion theory into a new empirically-validated model. Using a representative sample of 'double-blind' interviews with managers of 467 firms in China and applying partial least squares path modelling (PLS), the study identifies a potential cause of the discretion puzzle: the failure of the extant literature to account for granularity in the way that managers use their discretion. This generates far-reaching implications for theoretical and empirical research as well as practical recommendations for managing managers in multinationals and Chinese companies.
Using a representative sample of double-blind interviews with managers of more than 450 firms in China, this book examines the contradictory impacts of managerial discretion on performance. It offers key advice on how to manage managers.
Author Hagen Wülferth
Release Date 21.05.2015
Product type Paperback
Dimension 9.25 x 6.10 x 6.10 inches
Product Weight 295.07 ounces