The aim of this paper is to highlight the issue of managerial competencies and competency model in industrial enterprises. This paper builds upon the theory of knowledge processing and its role as a theoretical basis for knowledge development in the area of managerial competencies. Managerial competencies are becoming one of the key building blocks of success in a company to achieve both the mi...

In Saudi Arabia community pharmacies by law, be owned and managed by pharmacists. Although these two functions seemed to be the same but in reality, they are not. Some studies showed that in community pharmacy managerial functions account for more than 50% of total routine and critical activity for all managerial position surveyed while other study showed that only 13.6% of the pharmacist’s tim...

We discuss and examine empirically a firm-level equivalent of the ancient problem of ‘tying the King’s hands’, namely how to avoid managerial intervention that is undertaken to reap private benefits but is harmful to overall value creation, that is, ‘managerial opportunism’. The link from managerial intervention to firm-level value-creation is moderated by employee motivation. Thus, interventio...

We propose a novel approach to evaluating the empirical importance of individual managerial characteristics: We analyze different managerial positions (CEO and CFO) jointly and ask whether a managerial bias (overconfidence) matters for decisions under the control of the manager, but not for decisions outside the manager’s core duties. Using a new data set on CEO and CFO overconfidence, we show ...

the aim of this paper is to highlight the issue of managerial competencies and competency model in industrial enterprises. this paper builds upon the theory of knowledge processing and its role as a theoretical basis for knowledge development in the area of managerial competencies. managerial competencies are becoming one of the key building blocks of success in a company to achieve both the mi...

This research paper explores the conditions under which a firm is more/less likely to incur the Penrose Effect when expanding in a foreign market. We posit that multinational firms that can accelerate the development of new managerial resources in their foreign operations have greater organizational capabilities to adjust their managerial resources timely in the process of expansion, and thus w...