Managers’ leadership competencies and sustainable development goals in turbulent markets: the enabling role of resource commitment

Ahmad, Shahzad; Xin, Chunlin; Ullah, Ehsan; Siyal, Saeed

doi:10.1007/s11356-023-30733-z

Cited by 3 publications

(1 citation statement)

References 82 publications

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“…Recently, studies have used the RBV theory in sustainability literature, demonstrating that organizations with certain resources enjoy higher environmental performance as compared to competitors (Khan et al , 2022a, 2022b; Ooi et al , 2023). However, mere resources are not sufficient, firms and especially SMEs should have competent leadership to effectively manage the existing resources for sustainable activities (Ahmad et al , 2023b). However, literature on the role of managerial competences (digital literacy, financial literacy and experience) in SDS with a mediating role of resource management in SMEs in the context of RBV has been untouched.…”

Section: Discussionmentioning

confidence: 99%

The role of managerial competencies in managing resources for sustainable development strategy in SMEs

Sualeh Khattak,

Wu,

Ahmad

et al. 2024

SRJ

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Purpose Grounded in upper echelon (UE) theory, this study aims to examine the role of managerial competencies (business experience, financial literacy and digital literacy) in sustainable development strategy, with resource management as a mediator. Design/methodology/approach The empirical data collection is conducted through a survey completed by 297 top management teams of small and medium-sized enterprises (SMEs) operating in Pakistan. Structural equation modelling in Smart PLS is used to substantiate the hypotheses. Findings The findings reveal that financially and digitally literate managers significantly contribute to the sustainable development strategies of SMEs. However, experienced managers do not focus significantly on sustainable development strategies. Resource management partially mediates the nexus between financial literacy and sustainable development strategy, as well as between digital literacy and sustainable development strategy. In contrast, resource management does not mediate the nexus between business experience and sustainable development strategy. Research limitations/implications This study recommends that SMEs should prioritize managers with digital and financial literacy over those with experience. SMEs led by a management team with digital and financial literacy are more effective in resource management for sustainable development practices, whereas experienced managers may not significantly prioritize managing resources for sustainability. Originality/value While research based on the UE theory significantly contributes to the body of knowledge on sustainable development, the role of managerial competencies, particularly business experience, financial literacy and digital literacy, in sustainable development strategy via resource management is neglected. This research fills this gap in the context of UE theory and thereby enriches the literature.

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Section: Discussionmentioning

confidence: 99%

The role of managerial competencies in managing resources for sustainable development strategy in SMEs

Sualeh Khattak,

Wu,

Ahmad

et al. 2024

SRJ

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The role of managerial overconfidence in digital transformation and sustainable competitive performance in emergingSMEs: The role of digital culture

Khattak,

Wu,

Ahmad

et al. 2024

Bus Strat Dev

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Grounded in upper echelons theory, this research contributes to the current literature on SME digital transformation by leveraging empirical data from 372 SMEs in an emerging economy. The study investigates the influence of overconfident managers on digital transformation and its subsequent impact on sustainable competitive performance, with digital culture playing a moderating role. Our findings reveal that managerial overconfidence significantly influences digital transformation and sustainable competitive performance in SMEs. Digital transformation serves as a significant mediator of the relationship between managerial overconfidence and sustainable competitive performance. Additionally, digital culture strengthens the association between managerial overconfidence and digital transformation. Based on these insights, SMEs need to be aware of managerial traits and, in particular, need to focus on overconfident managers to embrace digitalization and enhance performance.

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Unlocking sustainable project management: The role of project managers' competencies in resource bricolage from a stakeholder engagement perspective

Al‐Nimer,

Khattak,

et al. 2024

Bus Strat Dev

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Sustainable project management practices have garnered increasing attention in recent years. Consequently, in the age of digitalization and globalization, numerous studies extensively explore the relationship between digitalization and sustainable practice. While optimism abounds, there is insufficient research into how and what types of project managers effectively manage resources to enhance the sustainability of projects when stakeholders are engaged. Therefore, we aim to address this gap by analyzing a sample of 211 Chinese project managers involved in the China‐Pakistan Economic Corridor (CPEC). Our findings indicate that project managers with digital literacy and experience are effective at managing existing resources to promote sustainable project management practices, while project managers with financial literacy do not directly exhibit sustainable practices. Furthermore, digitally literate managers are more likely to engage in bricolage (effective resource management), whereas experienced project managers are less likely to do so in the presence of stakeholder engagement. Moreover, stakeholder engagement does not appear to moderate the relationship between project manager financial literacy and bricolage. Based on these findings, our research recommends that organizations focus on employing digitally literate and experienced project managers to effectively manage their limited resources for sustainable project management. Further practical implications are discussed.

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Managers’ leadership competencies and sustainable development goals in turbulent markets: the enabling role of resource commitment

Cited by 3 publications

References 82 publications

The role of managerial competencies in managing resources for sustainable development strategy in SMEs

The role of managerial competencies in managing resources for sustainable development strategy in SMEs

The role of managerial overconfidence in digital transformation and sustainable competitive performance in emergingSMEs: The role of digital culture

Unlocking sustainable project management: The role of project managers' competencies in resource bricolage from a stakeholder engagement perspective

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