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...

This study examined the effects of the organizational climate maturity on knowledge-management performance, measured in terms of knowledge quality and knowledge-sharing level. Reward, top management support, and IT service quality were investigated as the managerial drivers to positively influence such climate maturity. The hypothesized relationships were tested by the partial least square anal...

Ragnarok is an experimental software development environment that focuses on enhanced support for managerial activities in large scale software development, taking the daily work of the software developer as its point of departure. The main emphasis is support in three areas: Management, navigation, and collaboration. The leitmotif is the software architecture, which is extended to handle manag...

The growing trend to social networking and increased prevalence of new mobile devices lead to the emergence of mobile social networking applications where users are able to share experience in an impromptu way as they move. However, this is at risk for mobile users since they may not have any knowledge about the users they socially connect with. Trust management then appears as a promising deci...

This paper provides new evidence for the relationship between the nature of banking relationships, managerial ownership and operational performance in supporting reciprocal effects between these variables in the context of small and medium enterprises (SMEs). A simultaneous equations model was applied to a sample of 4,163 Portuguese SMEs and to cross-section data. Evidence was found that these ...

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 ...