Knowledge of managerial competencies: cross-cultural analysis between American and European students

Abstract

This paper reports on the differences of managerial competencies among MBA students from American and European business schools. The results of this research suggest that there are certain differences of not only nationality but also gender. The study also points out the need for different managerial competency profiles to better assess MBA students looking for future career development. The results of this study indicate that there is a difference at the national level between assessed managerial competencies of American and European MBA students that can be attributed to cultural factors. This conclusion confirms the findings of Chong (2008) and Akinola, Martin, and Phillips (2018). Secondly, at the organisational level, cultural differences manifest themselves in some but not all assessed managerial competencies. These research findings provide empirical evidence which suggests that, in managing and advising international and global future managers, one ought to distinguish between external, interpersonal and personal managerial competencies which are applicable across cultures and which are prone to cultural differences. ARTICLE HISTORY

Strategic Priorities, Management Competencies, and Performance of the Divisions of Schools in Negros Island, Philippines

“…This finding, however, contradicts Bagheri (2016)'s findings, which state that human resource planning is an element of strategic planning, implying that strategic priorities are linked to managerial skills or vice versa; Lara et al (2020)'s definition of management competency as having traits that are causally related to effective or superior performance, as well as observable behavior that contributes to success in a specific task or function; Akilli et al (2014) who discovered a link between perceived academic leadership style and support for strategic planning; Kotler (2002) who emphasized the importance of developing strategic leaders who can visualize the future and implement strategic plans; and, Deeboonmee and Ariratana (2014) who posited in their study the importance of developing strategic leaders who can visualize the future and implement strategic plans.…”

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“…Universal (standardized, basic) models of competencies have been published in scientific literature [5,[19][20][21][22][23][24]. Furthermore, a characteristic trend for models of organizational competencies is both the use by companies of only general competencies and the development of managerial competencies for managers of different levels or special competencies for employees of key departments.…”

Linking supply chain professional's competencies to resilience in a turbulent world

“…Human resources fit in an organisation's strategic decision-making system well when their competencies are congruent to job requirements and the firm environment (Fl€ othmann et al, 2018a, b). Managerial competencies are habitual behaviours observable by everyone (Lara et al, 2020). Literature suggests that lack of specific competencies leads to poor job performance and poor employability (Zighan and El-Qasem, 2020).…”

“…, 2018a, b). Managerial competencies are habitual behaviours observable by everyone (Lara et al. , 2020).…”