transfer as a mediator. Design/methodology/approach – Data were collected online from 595 managers who participated in a …

likely to change due to a number of factors. Managers identified objectives that they prioritised for future success, which … were positively correlated with intuitively appropriate strategies. The managers also identified the skills and abilities …

and frontline employees to generate brand benchmarks. These benchmarks are sets of perceptions on how managers envision … most important strategic decisions that managers make concerns positioning of a corporate brand in the minds of key …-structured interviews with 22 senior managers from the three car manufacturers based in Australia and engaged in the corporate branding …

managers in Australia and New Zealand. Findings – A review of the literature has resulted in an original distillation of 18 …

interactions. The purpose is to develop a model of how and why managers perceive and mobilize (new) MA numbers/metrics in a … empirical study shows that MA numbers and metrics are essential when semi-distant managers strive to solve problems and achieve … a number of mechanisms as to why managers (inter-)act the way they do to produce such change. Originality/value The …

accounting artefact but also by management style, organisational values and routines and managers’ previous experiences of … generalisability. However, insights into the elements involved in managers’ understanding of timeliness provide a basis for further …

in interpersonal contacts with operational managers when trying to exert influence on them. Design … operational managers is used as the basis for a micro-level analysis of situated face-to-face interactions and communicative … “meta-positioning” to suggest certain measures to operational managers that have proved successful in other units and – by …

‐structured interviews with managers, this paper attempts to answer the following question: Which factors influence managers' motivation to …, cultural, justice, and symbolic), given that managers' motivation to evaluate subordinate performance cannot be analyzed … outside of the social context. Third, from a practical point of view, managers' motivation to evaluate subordinate performance …

particular, it applies these ideas critically to understand how managers' identities are partly shaped by the dominant discourse … managers. It applies a dialogical approach to consider how they position themselves interactionally in the narratives in such a … alternative identities negatively. The use of the written narratives of managers and the application of a dialogical approach is …