Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance

Sukoco, Badri Munir; Adna, Beta Embriyono; Musthofa, Zainul; Nasution, Reza Ashari; Ratmawati, Dwi

doi:10.1177/21582440221081132

Cited by 6 publications

(6 citation statements)

References 90 publications

(172 reference statements)

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“…Being able to continually solve problems to achieve stage victories when completing a job can greatly develop the hope dimension of mental capital. For example, a company can hire an external or internal trainer to break down a complex task into multiple phases and give a small portion at a time to an intern, thus allowing the intern to achieve "small successes" during the internship, thus increasing their hope dimension (Sukoco et al, 2022). Another way is to put the right people in the right place at the right time so that they have better and more opportunities to succeed, which is the importance of pre-service training and career planning.…”

Section: Development Of Managers' Hope Dimensionmentioning

confidence: 99%

Research on the Application of Manager's Psychological Capital in Enterprise Performance

Ruoxi,

Chutipattana,

Dongsheng

2024

Intl. J. Rel.

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In the contemporary era, as competition among businesses intensifies, innovation and development in enterprise performance management are becoming increasingly crucial. Continuously enhancing employees' professional knowledge and skills not only improves their work capabilities but also boosts organizational performance, aiding companies in achieving sustainable development. Psychological capital, the latest theory in contemporary management science, transcends human and social capital, possessing characteristics of originality and forward-thinking. Managers, in their daily work, directly influence the attitudes and behaviors of their team members through formal or informal guidance and supervision. Creating a psychologically conducive environment, characterized by happiness, fulfillment, and belongingness, can positively and significantly impact managerial behavior, thus maximizing organizational effectiveness and managerial performance. Historically, businesses have prioritized employee performance management in human resources management processes, often neglecting the psychological needs of managers, thereby hindering the effective implementation of many incentive measures. Therefore, this study explores three dimensions of psychological capital and organizational performance, constructing a relevant structural equation model. By employing theoretical and empirical analysis methods, it validates the positive influence of psychological capital on organizational performance, providing insights into the impact of managerial psychological capital on organizational performance and actively contributing to the realization of corporate strategic objectives.

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Section: Development Of Managers' Hope Dimensionmentioning

confidence: 99%

Research on the Application of Manager's Psychological Capital in Enterprise Performance

Ruoxi,

Chutipattana,

Dongsheng

2024

Intl. J. Rel.

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“…Managers can reconfigure tangible and intangible assets within their firms to effectively seize these opportunities (Teece, 2007). The study by Sukoco et al (2022) highlights the pivotal role of cognitive styles in building organizational capacities that drive change. Based on the discussion above, we propose the following hypothesis.…”

Section: Literature Review and Hypothesis Development 21 Cognitive St...mentioning

confidence: 99%

Cognitive styles and dynamic managerial capabilities: implications for SMEs in a transition economy

Kryeziu,

Kurutkan,

Krasniqi

et al. 2023

IJEBR

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PurposeThe dynamism of competition in international markets requires managers to react accordingly and ensure the firm's survival and competitiveness. This study examines the impact of cognitive styles and dynamic managerial capabilities (DMC) on a firm's international performance and the mediating role of these capabilities in the relationship between cognitive styles and international performance.Design/methodology/approachThis study adopts a quantitative cross-sectional research design, employing a sample of 306 firm owner-managers from exporting companies in Kosovo.FindingsThe findings suggest that managers' cognitive styles positively influence firm international performance, including their impact on DMC. Results also indicate that only managerial cognition mediates cognitive styles' effects on a firm's international performance, compared to managers' social capital.Originality/valueIn this study, the authors contribute to the literature by integrating cognitive styles with DMC in a transition country. Moreover, the authors demonstrate that DMC mediate the impact of cognitive styles on the firm international performance.

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“…The capacity for change involves the ability to communicate change, effective management of change and stakeholders, sufficient involvement of those affected by change, seeking feedback, alignment, and coordination, and fair management practices [16]. It enables organizations to change effectively and efficiently [9].…”

Section: Overview Of the Capacity For Changementioning

confidence: 99%

“…Organizations must demonstrate the capacity for change to successfully introduce changes into a system [9].…”

Section: Introductionmentioning

confidence: 99%

Assessing the Capacity for Change Prior to the Adoption of Human Factors Engineering in Power Plant Maintenance

Nkosi,

Gupta,

Mashinini

2023

Systems

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Even in the epoch of the 4th Industrial Revolution, technologies are introducing human–machine/technology interactions that must be appropriately managed to prevent or reduce avoidable human errors. In recent years, power plants have started examining ways to manage human errors attributable to maintenance, thereby improving performance, safety, and well-being. Maintenance management requires the integration of human factors engineering (HFE) principles with maintenance practices to handle the issue of human errors. When adopting human factors engineering interventions to enhance maintenance, power plants must demonstrate the capacity for change to ensure effective management of change and realize the intervention’s benefits. The main focus in power plants is usually on the technical side of change, with less emphasis on human factors. This study aimed to develop and trial a model for determining the capacity for change to aid HFE adoption in electric power systems maintenance. A quantitative and cross-sectional survey was conducted with maintenance personnel working in South African power plants. The results showed that management commitment, knowledge, and employee involvement are associated with the capacity for change in the maintenance of power plants. This study extends previous studies on the capacity for change when adopting unconventional interventions in maintenance such as HFE principles.

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Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance

Cited by 6 publications

References 90 publications

Research on the Application of Manager's Psychological Capital in Enterprise Performance

Research on the Application of Manager's Psychological Capital in Enterprise Performance

Cognitive styles and dynamic managerial capabilities: implications for SMEs in a transition economy

Assessing the Capacity for Change Prior to the Adoption of Human Factors Engineering in Power Plant Maintenance

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