Corparate managers and their potential younger successors. An examination of their values

Mihelic, Katharina Katja; Lipičnik, Bogdan

doi:10.5771/0949-6181-2010-4-288

Cited by 13 publications

(6 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Additionally, the cross-country comparison in Central and Eastern Europe (CEE) by Čater, Lang and Szabo (2013) within the so called GLOBE Students project -a direct extension from the original GLOBE project -has also shown students to be good proxies of future leaders in terms of their values and leadership expectations. A similar conclusion was also made by Mihelič and Lipičnik (2010) in a comparison of manager vs. student values in Slovenia. In their research, values have been established not only as a good predictor of peoples' behavior (Ferić 2007), but as good predictors of economic outcomes (Potočan, Mulej and Čančer 2008).…”

Section: Sampling and Measurement 51 Samplesupporting

confidence: 79%

Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

Rašković

2013

South East European Journal of Economics and Business

View full text Add to dashboard Cite

This paper measures the cultural effect size across five types of leadership practices by using the Leadership Practice Inventory (LPI) instrument and drawing on the GLOBE research project framework. It tests cultural universality vs. contingency in five LPI leadership practices in an East-West EU comparison, both with an ex-socialist past. It employs four different effect size statistics. The paper contributes to the narrowing of the empirical gap in researching leadership practices in a small, East-West European country context. Only two of the five leadership practices show statistically significant effect sizes. Furthermore, the leadership practice Encouraging the heart is the only one to display a relatively moderate effect size. Thus, the evidence seems to support the universalist perspective over the contingency perspective.

show abstract

Section: Sampling and Measurement 51 Samplesupporting

confidence: 79%

Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

Rašković

2013

South East European Journal of Economics and Business

View full text Add to dashboard Cite

show abstract

“…In addition, if the consequences for the company's management are favourable, the company will disclose information, ceteris paribus. 10 Nevertheless, considering the results of the study performed by Miheliþ and Lipiþnik (2010), it is worth adding that honesty is ranked as one of the three most important values in Slovenia, a viewpoint that is comparable to the viewpoints of managers from other countries.…”

Section: Research Background and Hypothesis Developmentmentioning

confidence: 99%

“…unlisted company will weigh the possible economic consequences of the disclosure of (proprietary) segment information when choosing whether to disclose information by segments. Nevertheless, the management at companies in the countries in transition, such as Slovenia 4 , frequently adopt key initiatives in the development of a company and its policy (Mühlbacher et al 2011), and the results of one study show that the observance of legal and technical pronouncements is important to the management at companies in Slovenia (Miheliþ/Lipiþnik 2010). Knowing these earlier study findings, this study examines the management behaviour ("business practise") in unlisted Slovenian companies in relation to disclosures by segments, which are mandatory disclosures in accordance with pronouncements.…”

Section: Introductionmentioning

confidence: 99%

Management disclosure practices for disaggregated (financial) information in Slovenian unlisted companies

Zdolšek¹,

Kolar²

2013

JEEMS

View full text Add to dashboard Cite

Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use:Documents in EconStor may be saved and copied for your personal and scholarly purposes.You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public.If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. www.econstor.euManagement disclosure practices for disaggregated (financial) information JEEMS 02/2013 264

show abstract

“…The managers of animal research facilities work at the interface between the people who conduct research and those charged with providing care for the animals. Understanding managers’ perceptions of transparency may lead to a better understanding of what strategies are likely to be effective for transmitting values throughout the institution [ 14 ].…”

Section: Introductionmentioning

confidence: 99%

Perceptions of laboratory animal facility managers regarding institutional transparency

Brunt

Weary

2021

PLoS ONE

View full text Add to dashboard Cite

Institutions that conduct animal research are often obliged to release some information under various legal or regulatory frameworks. However, within an institution, perspectives on sharing information with the broader public are not well documented. Inside animal facilities, managers exist at the interface between the people who conduct animal research and those charged with providing care for those animals. Their perception of transparency may influence their interpretation of the institutional culture of transparency and may also influence others who use these facilities. The objective of our study was to describe perceptions of transparency among animal research facility managers (all working within the same ethical oversight program), and how these perceptions influenced their experiences. Semi-structured, open-ended interviews were used to describe perceptions and experiences of 12 facility managers relating to animal research transparency. Four themes emerged from the participant interviews: 1) communication strategies, 2) impact on participant, 3) expectations of transparency, and 4) institutional policies. Similarities and differences regarding perceptions of transparency existed among participants, with notable differences between participants working at university versus hospital campuses. These results illustrate differences in perceptions of transparency within one institutional animal care and use program. We conclude that institutions, regulators and the public should not assume a uniform interpretation of a culture of transparency among managers, and that sustained communication efforts are required to support managers and to allow them to develop shared perspectives.

show abstract

Corparate managers and their potential younger successors. An examination of their values

Cited by 13 publications

References 29 publications

Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

Management disclosure practices for disaggregated (financial) information in Slovenian unlisted companies

Perceptions of laboratory animal facility managers regarding institutional transparency

Contact Info

Product

Resources

About