The paper reports on the implementation of Lotus® Sametime® in a large financial services company. The paper uses the distinction of application and infrastructure view to elaborate on distinct modes of RTC use. Moreover, it provides a classification of managerial tasks and responsibilities and reflects on the balancing act of the managerial dictum and space for experimentation and organization...

Theoretical and empirical efforts focusing on the interplay between work context and managerial role requirements have been conspicuously absent in the scholarly literature. This paucity exists despite over 60 years of research concerning the requirements of managerial work and with the rather universal recognition that work context meaningfully shapes organizational behavior. The authors devel...

This paper analyzes the wealth and risk incentive effects of managerial options and shareholdings on the hedging probability of UK listed Alternative Investment Market (AIM) companies. We find that the wealth incentive effect provided by managerial option holdings increases the hedging likelihood. On the contrary, the wealth incentive effect provided by managerial shareholdings decreases the he...

In a dynamic setting with demand following a random process, we ask how investment and operating decisions can be delegated to a manager with unknown time preferences. Only the manager observes the demand realization in each period and, therefore, has private information when choosing whether to acquire the productive asset and, subsequently, how to utilize it. We derive accrual accounting-base...

The paper explores the link between managerial performance and cost efficiency of 617 Japanese general local public hospitals in 1999-2007. Treating managerial performance as unobservable heterogeneity, the paper employs a panel data stochastic cost frontier model with latent classes. Financial parameters associated with better managerial performance are found to be positively significant in ex...

This paper integrates disparate literatures to develop a summary model that proposes how different orientations (control or learning) toward a major organizational change effort, Total Quality Management, will generate different managerial information use environments, will require different managerial roles, and will thus involve different managerial information behaviours, in order to foster ...