The Role of Perceived Managerial Discretion on Strategy Implementation and Its Implication on Organizational Performance: A Conceptual Model

Theodore, Wilsa; Kasali, Rhenald; Balqiah, Tengku Ezni; Sudhartio, Lily

doi:10.2991/icbmr-17.2017.33

Cited by 4 publications

(4 citation statements)

References 22 publications

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“…Theodore et al [8] further noted that "managerial discretion stresses the constraints, on which discretion to act is inside the 'zone of acceptance' of the more controlling parties, especially those who control critical resources and contingencies. While during strategy implementation process, managers in organizations need resources and contingencies managed by others that may influence the success of strategy implementation.…”

Section: Theoretical Review 21 Managerial Discretionmentioning

confidence: 99%

Managerial discretion and structures in organizations: The case of Addis Ababa, Ethiopia

Girma¹

2020

Front Manage Bus

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Due to the turbulent of business environment, complexity of managing human resource and volatility of customer needs, it is a formidable managerial task to design structures which will be suitable to meet such requirements and free to exercise course of action for managerial discretion. However, in most of the case the structure type that can be designed and implemented in many organizations are to the interest of stakeholders and owners. Research also shows that the latitudinal action of management staffs and autonomous decisions are a theme of discussion in managerial discretion. The researcher used a conceptual study of both a qualitative and quantitative approach coupled with case study for this study. Based on the study, the research findings show that organizations that have managed by owner-manager has less experienced managerial discretion, and thereby came to conclude that managers who are free to choose course of action have led to company success than those company which managed by owner-manager.

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Section: Theoretical Review 21 Managerial Discretionmentioning

confidence: 99%

Managerial discretion and structures in organizations: The case of Addis Ababa, Ethiopia

Girma¹

2020

Front Manage Bus

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“…In the following section, we develop an overview of top management's conceptualization of the rationale of a CI program. Previous studies conducted reveal that middle managers engage in a dynamic playing field (Heyden et al 2018;McCann et al 2008;Theodore et al 2017), in which they have a pivotal role when it comes to organizational change (Holmemo and Ingvaldsen 2016;Huy 2002;Tabrizi 2014;Tarakci et al 2018).…”

Section: Top Management's Conceptualization Of the Rationale Of A CI Programmentioning

confidence: 99%

Middle Management’ Responses to Continuous Improvement Initiatives by Top Management

Hermkens¹

2020

IJSSMR

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This essay demonstrates that leadership by top managers is important in creating a sense of urgency regarding the need for an organizational culture of continuous improvement. Middle managers cannot be successful on their own. They depend on the efforts of top management. For continuous improvement programs, the commitment, involvement and leadership of the entire management of the organization are critical. However if top management's behavior is not in line with what they say, middle managers cannot trust the change process and ultimately cannot cooperate. If top management thinks of continuous improvement from an integrated approach, this has a positive effect on the expectations of middle managers, who therefore believe that continuous improvement can be included in the organizational culture in a sustainable manner. Such an approach is more holistic, thereby helping to ensure that an organization does not end with "just another tool", but with substantial improvements in behavior and culture.

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“…Thus, the need to maintain customers and increase market share has forced them to compete in digital competition. One thing that certainly happens, if a company does not follow the trend, it will be disrupted [13].…”

Section: Introductionmentioning

confidence: 99%

SEWA~In Application as an Effort to Improve Financial Inclusion in Samarinda City Through Sharia Union

Sirri¹,

Syarief²,

Novianty³

2022

Proceedings of the 4th International Conference on Economics, Business and Economic Education Science, ICE-BEES 2021, 27-28 Jul

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The main problem faced by sharia union is the lack of adequate IT and internet technology. This project aims to design and implement the system of SEWA~In App as an effort to improve financial inclusion in Samarinda City and to find out how Navigation, Performance, and Operational operate in SEWA~In App. The types of this research are qualitative research with descriptive method and modified action research with Test-Driven Development method. The data collection methods are interview, Focus Group Discussion (FGD), and questionnaire given to Samarinda society with random sampling technique using analysis tools namely Flowchart, Context Diagram, and Data Flow Diagram. The testing method used is black box testing. Black box testing was conducted in order to avoid errors or bugs in the application system. The test results show that (1) Based on black box testing in alpha and beta, the functionality of SEWA~In App can functionate properly without any bugs in the system, (2) In implementation stage, the value is 72% meanwhile in evolution stage, the value is 84% which is higher than the implementation stage, (3) Samarinda society has great interest in the use of SEWA~In App.

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The Role of Perceived Managerial Discretion on Strategy Implementation and Its Implication on Organizational Performance: A Conceptual Model

Cited by 4 publications

References 22 publications

Managerial discretion and structures in organizations: The case of Addis Ababa, Ethiopia

Managerial discretion and structures in organizations: The case of Addis Ababa, Ethiopia

Middle Management’ Responses to Continuous Improvement Initiatives by Top Management

SEWA~In Application as an Effort to Improve Financial Inclusion in Samarinda City Through Sharia Union

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