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"Woke" companies are those that are committed to socially progressive causes, with a particular focus on diversity, equity, and inclusion as these terms are understood through the lens of critical theory. There is little evidence of systematic support for woke ideas among executives and the population at large, and going woke does not appear to improve company performance. Why, then, are so many firms embracing woke policies and attitudes? We suggest that going woke is an emergent strategy that is largely shaped by middle managers rather than owners, top managers, or employees. We build on theories from agency theory, institutional theory, and intraorganizational ecology to argue that wokeness arises from middle managers and support personnel using their delegated responsibility and specialist status to engage in woke internal advocacy, which may increase their influence and job security. Broader social and cultural trends tend to reinforce this process. We discuss implications for organizational behavior and performance, including perceived corporate hypocrisy ("woke-washing"), the potential loss of creativity from restricting viewpoint diversity, and the need for companies to keep up with a constantly changing cultural landscape. [ABSTRACT FROM AUTHOR]

Aim: This study aims to explore middle managers' perception of nursing professional competence within the Norwegian primary healthcare service, a sector vital for managing complex patient needs. Design/Methods: Semi‐structured interviews were conducted with four middle managers across different municipalities in Norway. Qualitative content analyses, following Graneheim and Lundman, were used for analysing the transcription of the interviews and the data collected. Findings: The qualitative content analysis revealed three main themes: the significance of advanced competence, challenges related to competence development and the necessity for defining advanced competence. The findings indicate that middle managers recognise the importance of advanced nursing competence in providing comprehensive patient care, notwithstanding challenges in manpower and competence enhancement. Conclusion: This research underlines the significance of investing in increased competence and improved management in primary healthcare and offers valuable insights for healthcare policy and practice to enhance patient care. [ABSTRACT FROM AUTHOR]

This study examines the proactive feedback effect of non-financial performance measures (NFPMs) and the passive feedback effect of financial performance measures (FPMs) on feedback-seeking behavior, perceived feedback quality, and individual creativity. Using a sample of survey data collected from middle-level managers in Australia, this study finds that managers passively receive performance information and perceive high-quality feedback when their performance is evaluated based on FPMs and that they proactively seek feedback when their performance is evaluated based on NFPMs. The results of the study also show that neither NFPMs nor FPMs are directly associated with individual creativity. However, the study finds that (1) the positive association between NFPMs and individual creativity is fully mediated by feedback-seeking behavior and perceived feedback quality together, and (2) the positive association between FPMs and individual creativity is fully mediated by perceived feedback quality alone. Further, the results indicate that feedback-seeking is not only a catalyst for perceived feedback quality but also a self-regulation strategy that facilitates individual creativity. In sum, the study offers initial empirical evidence of the passive feedback effect of FPMs and the proactive feedback effect of NFPMs on feedback and individual creativity. [ABSTRACT FROM AUTHOR]

This study examines the critical role of middle and frontline managers in an incumbent organization navigating discontinuous change, emphasizing the balance between exploring new opportunities and exploiting existing ones. While top managers set the strategic ambidextrous direction, the on‐the‐ground manifestation and tension management fall predominantly to the middle and frontline managers. We introduce a novel typology, classifying these managers as Evolutionists, Revolutionists, or Mediators, each with distinct cognitive framings. Our findings underscore the importance of understanding and moderating these cognitive framings to facilitate successful ambidextrous implementation. Key managerial implications include the need for heightened awareness of tension points, strategic resource allocation, mitigation of extreme cognitive framings, and the significant value of Mediator managers in steering ambidextrous strategies. This research paves the way for a deeper understanding of individual‐level ambidexterity and provides crucial insights for organizations to innovate in times of discontinuous change. [ABSTRACT FROM AUTHOR]

This study examines the role of Employee empowerment as a driver of management innovation and the mediating role of two employee behavioural factors, Organizational identification and Employee organizational commitment, on the association between Employee empowerment and management innovation. Data were collected from 156 middle-level managers in Australian organizations using mail and online survey questionnaires and analysed using structural equation modelling. The results show a direct positive association between Employee empowerment with both dimensions of management innovation (practices and techniques). Further, Organizational identification was found to mediate the association between Employee empowerment and management innovation techniques and Employee organizational commitment was found to exhibit a direct association with management innovation. The findings provide organizations with an insight into the critical role of Employee empowerment, Organizational identification and Employee organizational commitment in influencing the extent of use of management innovation. [ABSTRACT FROM AUTHOR]

Background: Since the 1990s, healthcare systems in many Western countries, including Italy, have undergone significant reforms, transforming organizational models and structures to meet the growing demand for healthcare services efficiently. This transformation has introduced new managerial roles for doctors-managers, particularly at the midlevel, creating "doctor-manager" positions that involve both clinical and managerial responsibilities. However, doctor-managers often struggle to balance these dual roles due to a lack of formal managerial training and the inherent conflict between clinical and economic objectives. This study aims to define new evaluation dimensions that can enhance the existing scale and develop a new tool to assess the necessary components of the managerial attitude dimension required by doctor-managers in the current Italian healthcare system. Methods: This study updated Cicchetti's 2005 scale to reflect the changes that have occurred in healthcare organizations over the past 20 years, focusing on the evolving roles and challenges of middle healthcare managers. A scoping review was conducted to explore the existing literature, resulting in the identification and analysis of 24 key articles. Thematic analysis, facilitated by NVivo software, identified 171 items related to managerial attitude. These items were further refined, resulting in a 61-item Health Middle Manager Competencies Scale. The scale was evaluated by a Delphi panel through an e-survey, and Cronbach's alpha was used to assess reliability. Results: The final Competencies Scale for Middle Managers of Health consists of 61 items, validated by the Delphi panel of experts. The panel reached consensus on the relevance and significance of each item, confirming the scale's reliability with an acceptable Cronbach alpha. The new scale captures various dimensions of the competencies essential for middle managers in healthcare settings. Conclusion: The study provides insights into the dimensions of doctor managerial attitude and contributes to the update of Cicchetti's Scale to develop a new tool that assesses all the necessary components now required within the managerial attitude dimension. [ABSTRACT FROM AUTHOR]

Background: Controversy exists regarding the timing of rhinoplasty for patients with cleft lip as some surgeons shy away from primary correction for fear of causing harm to the growth of the nose and the maxilla. We present our favorable experience with primary rhinoplasty with repair of unilateral cleft lip in Ain Shams University plastic surgery department, providing insights into the specific management of patients of middle eastern descent. Methods: Prospective study of 32 patients, ages 3 months- 1 year with unilateral CL presenting to Ain Shams University hospitals between January 2019 and July 2022. Primary rhinoplasty was performed at the time of lip repair. Lip repair was done by Tennison-Randall technique. Evaluation of results was done by expert analysis of photographs, anthropometric measurements, and parents' satisfaction. Results: Over-all concordance rate was 93% and inter-observer concordance was 89%. Non-significant differences were found between cleft and noncleft sides regarding nostril dome height, columellar length, and alar width 6 months post-operatively. 81.25% of the parents were very satisfied with the results. Conclusion: Our study targeted a cohort of Egyptian patients with unilateral cleft lip, who underwent primary rhinoplasty and the time of lip repair, showing favorable results, supporting the literature advocating for this timing, but limited by relatively short follow up period. To the best of the authors' knowledge, this is the first study in Egypt to highlight the outcomes and direct experience for primary rhinoplasty with cleft lip repair in an Egyptian population. [ABSTRACT FROM AUTHOR]

Project managers (PMs) who are middle-level leaders at the project level report to superiors in the headquarters who are top-level leaders. Other studies have focused on how PMs as middle-level managers lead teams at the operating level, with scant emphasis on the dynamics between the top-level leader and PMs. This research investigates the effective organizational behaviors that companies and top-level leaders adopt when managing PMs so that they achieve good job outcomes. A mixed-methods research design comprising survey with PMs and interviews with top-level leaders was employed. Data were collected via an online survey using a structured questionnaire and in-depth interviews via video calls. It was found that top-level leaders adopt a mix of custodial, collegial, and supportive organizational behaviors when managing PMs. However, the study found that the custodial organizational model, which depends on monetary benefits and economic resources and is frequently used, is associated with increased absenteeism rates among PMs and not associated with positive job outcomes. The study reveals a significant finding: adopting both supportive and collegial management models correlates strongly with increased job satisfaction, salary contentment, and internal work motivation among PMs. The contribution to knowledge is highlighting that a combined approach to organizational behavior yields excellent job outcomes for PMs, emphasizing the need for a balanced and nuanced approach. The study's practical contribution lies in the actionable recommendations offered to top-level managers for effectively managing PMs. Practical Applications: These findings have practical applications for strategic management in architecture, engineering and construction (AEC) organizations. To effectively manage PMs, organizations and top-level leaders should empower PMs by providing them with the resources necessary to take ownership of their projects. Top-leaders must clearly define the roles and authority of PMs, ensuring they understand the organization's strategic direction and its impact on project objectives. For decisions that are not high-stakes, PMs should be allowed to make choices independently, with the top-level leader offering supportive leadership. When it comes to decisions with significant risk, a collegial leadership is recommended, where top-level leaders and PMs collaborate to share the decision-making process. However, for highly uncertain decisions, top-level leaders should make the decisions themselves. Routine problem-solving should be managed by PMs using available resources, but top-level leaders should address critical problems. To promote a collegial culture, leaders should prioritize identifying solutions over assigning blame. Finally, organizations should establish performance-based incentives to reward PMs for their achievements. Recognition of PMs' performance should go beyond monetary rewards and include public acknowledgment and opportunities for special assignments. [ABSTRACT FROM AUTHOR]

Purpose: This study explores the phenomenon of compassionate leadership, a promising concept in management literature. Despite significant contributions towards the understanding of its antecedents and consequences, the specific role of compassion concerning the leader behavior under extreme pressure remains unexplored. Design/methodology/approach: Drawing empirically on the case of three banks under three different logics, the authors trace how heads of banking branches, namely, middle managers, deal with the paradoxical phenomenon of integrating their human nature with the coetaneous need to achieve aggressive objectives. The authors analyzed interviews using the interpretive research method (Hatch and Yanow, 2003). Findings: The authors identified that the logic of savings banks and credit cooperatives, together with specific human elements, created a healthier environment to develop compassionate behaviors compared to commercial banks. The authors found coherence when linking the institutional message of putting the spotlight on a personalized treatment of customers, and the middle manager compassionate actions towards customers and subordinates. Research limitations/implications: Suggestions for future theorizing and research are advanced, along with constructive practical implications to rehumanize the dark side of banking for both employees and customers. Originality/value: The findings provided in this paper are original because they provide further evidence of linking business logics with compassionate leadership of middle managers and its impact on employees and customers. [ABSTRACT FROM AUTHOR]

Background: Nurse managers need to possess specific knowledge, skills, and attitudes to fulfil their roles and responsibilities and exemplify that they are competent to do their jobs. However, there is a paucity of data on the performance-based training needs of middle-level nurse managers in Jordan. Aim: To identify the performance-based training needs of middle-level nursing managers working in Jordanian governmental hospitals and to evaluate the differences in perceived performance-based training needs based on their socio-demographic and professional characteristics. Methods: A descriptive cross-sectional design was utilized. The study recruited 132 nurses from three governmental hospitals in Jordan using convenience sampling. An online survey included the Hennessy-Hicks Training Needs Questionnaire was used for data collection. Ethical approvals were obtained to conduct the study. Data were analysed using descriptive and inferential statistics using SPSS version 28. Results: 'Designing a research study' item had the highest perceived need for training (M = 2.5, SD ± 2.5), while 'establishing a relationship with patients' item had the lowest (M = 0.4, SD ± 1.2). Nurses with more experience (F = 2.9, df = 131, P < 0.05), and nurses who worked in specialized units (F = 2.3, df = 131, P < 0.05) had significantly lower training needs than nurses with lesser years of experience, and nurses who worked in outpatient departments. In addition, age, gender, prior training in nursing management, and years of experience as middle-level nurse managers significantly predicted the levels of training needed (R2 = 0.23, P < 0.001). Conclusion: The findings reflected the need for training on several managerial competencies. Future research can help identify other personal and organizational factors affecting performance-based training needs. [ABSTRACT FROM AUTHOR]

This study investigates the effect of organizational social capital (OSC) in non-profit organizations on communal social capital (CSC) in the communities where these organizations operate. The study has two goals: First, to theoretically establish rational for the relationship between internal organizational social capital (IOSC) and external organizational social capital (EOSC), especially with relation to public administration agencies in liberal democracies where social capital plays a major role in public policy. Second, to empirically analyze the reciprocal relationship between EOSC, CSC, and IOSC which constitutes an important product of the optimal public administration model in modern nations. A theoretical model was developed to study these relations and suggest several hypotheses. The field study was conducted in 72 community centers operated by the Israel Association of Community Centers. Participants were 1,015 employees (72 general managers, 501 middle managers, and 442 line employees) and 1,816 community members. The findings demonstrate partial support for the relationship between IOSC and EOSC and indicate that IOSC has a moderating influence on the relationship between the EOSC and CSC. Implications and suggestions for future studies in public organizations and their social and administrative sphere are highlighted. [ABSTRACT FROM AUTHOR]

The purpose of the study was to analyze the support roles and responsibilities of Circuit Managers' (CM) as middle tier managers to principals during education change in South Africa. Change management theories were used as theoretical frameworks to underpin this study. Using semistructured individual interviews data was collected from four CM and thirteen secondary school principals. Principals expressed that they are not effectively nor adequately supported within their specific challenging context by the Circuit Manager that is appointed to support them during education change. The study reveals that CM dictate more time toward administrative obligations and mostly assume accountability and responsibility for tasks outside of their purview or job description. Principals who are not effectively supported by CM find it difficult to provide quality leadership and management during education change as well as ensure school improvement. Change strategies are recommended for CM's, districts and stakeholders in the basic education system. [ABSTRACT FROM AUTHOR]

Work engagement is crucial for organisational success, yet many organisations struggle with low engagement rates. Previous research hints at a potential link between reverse mentoring and work engagement, prompting a deeper investigation into this relationship. Drawing from the Job Demands‐Resources (JD‐R) framework and Social Exchange Theory (SET), this study examines the impact of reverse mentoring on work engagement, with knowledge sharing as a mediating factor and self‐efficacy and perceived organisational support as moderators. Through a survey of 340 middle managers across 10 multinational corporations in Sri Lanka, the study reveals significant effects between reverse mentoring and work engagement, with knowledge sharing playing a crucial mediating role. Additionally, the study demonstrates the moderating influences of self‐efficacy and perceived organisational support on work engagement and knowledge sharing, thus contributing novel insights to the existing literature in the shade of JD‐R and SET perspectives. [ABSTRACT FROM AUTHOR]

Despite the increasing number of women in STEM professions and higher education, they are underrepresented in middle management leadership roles. In these roles, they face challenges balancing multiple demands, especially in male-dominated cultures. This research used a life history approach to investigate the role identities of three female middle management leaders in a Qatari university. The Dynamic Systems Model of Role Identity guided the semi-structured interviews where participants shared their past, present, and future stories. The findings revealed the intricate manner in which the participants formed their leadership identities, emphasizing values like motherly care, trust, and respect. Through their goal-oriented self-perception, they fostered collegial support and motivated peers. While formal leadership training was lacking, they leaned on past experiences and family support to handle leadership tasks and life responsibilities. The study recommends better support for women academic leaders. [ABSTRACT FROM AUTHOR]

The importance of leadership is increasingly recognized in relation to digital transformation. Therefore, middle management and top management must have the competencies required to lead such a transformation. The purpose of this paper is to investigate the relationship between the digital leader competencies as set out by the European e-competence framework (e-CF) and the digital transformation of organizations. Also, the relationship between digital leadership competency (DLC) and IT capability is examined. An empirical investigation is presented based on a sample of 433 respondents, analyzed using PLS-SEM. The results strongly support our hypotheses. DLC has a strong impact on organizational digital transformation. A post-hoc analysis showed this is predominantly the case for the e-CF competencies of business plan development, architecture design, and innovating while business change management and governance do not seem to affect organizational digital transformation. This is the first empirical study to conceptualize, operationalize and validate the concept of DLC, based on the e-competence framework, and its impact on digital transformation. These findings have significant implications for researchers and practitioners working on the transformation toward a digital organization. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to delve into the relationship between open innovation and organizational effectiveness, expanding upon previous research that primarily focused on the impact of open innovation on firm performance. Design/methodology/approach: Based on data collected from top- and middle-level managers across diverse sectors in India, the authors examined the intricate dynamics of open innovation and its effects on organizational effectiveness. The authors took two approaches to examine the data; using structural equation modeling and using the fuzzy set qualitative comparative analysis (fsQCA) approach. Findings: This empirical evidence underscores the potential advantages of adopting open innovation practices within organizations. The contribution extends to both theoretical and practical domains. Research limitations/implications: Theoretically, this research enriches the literature on open innovation and organizational effectiveness by providing empirical substantiation for their interconnection. Practical implications: From a practical perspective, the findings offer actionable insights for practitioners and organizational leaders, suggesting that embracing open innovation can significantly enhance organizational effectiveness, ultimately fostering improved performance and competitiveness. The findings also have implications for external stakeholders aiming to engage with innovation-driven organizations for purposes of commercialization and knowledge exchange. Originality/value: This study advocates for incorporating inbound and outbound open innovation practices within strategic decision-making processes to achieve organizational effectiveness. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Economic Administrative & Legal Sciences is the property of Arab Journal of Sciences & Research Publishing (AJSRP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Introduction: Coaching is commonly used to facilitate leadership development among healthcare managers. However, there is limited knowledge of the components of coaching interventions and their impacts on healthcare managers' leadership development. This mixed-methods systematic review aimed to synthesize evidence of coaching to develop leadership among healthcare managers. Methods: The authors conducted a mixed-methods systematic review using a convergent synthesis design where quantitative and qualitative evidence was collected and analyzed concurrently using a matrix synthesis method. They reviewed studies published in English or Chinese by searching databases including MEDLINE (Ovid), CINAHL, Embase, Cochrane Library, Nursing & Allied Health Premium, Scopus, Wanfang, CNKI, SinoMed, and VIP databases from their inception to August 10, 2023, and updated the search again on July 9, 2024. Articles were screened and assessed for eligibility. First, from eligible studies, the qualitative data were extracted to describe intervention components, the perceived impact of coaching, and participants' perceptions of being involved in coaching intervention. Second, quantitative data analysis was conducted to describe the impact of coaching interventions and the frequency of each theme evolved in the data. Third, qualitative and quantitative data were synthesized using the matrix synthesis method. Results: A total of 13 studies were included in the analysis. Three qualitative studies were assessed as having 'no or few limitations', three case series studies were scored between five and eight out of 10 points, two quasi-experimental studies showed 'moderate' overall bias, and the five mixed-methods studies scored from 40 to 60% (out of 100%). For Objective 1, which covers the component of coaching (aims, ingredients, mechanism, and delivery), the typical aim of coaching interventions was to develop the leadership skills of middle management managers. The ingredients of coaching encompassed three distinct coaching categories and seven specific procedures. The mechanisms of most coaching interventions were based on theory and empirical evidence. The average delivery time was approximately four months. Overall, coaching positively impacts outcomes for managers, organizations, and staff (Objective 2). Perceptions of the participants toward coaching interventions were divided into six categories: barriers, facilitators, effective components, attitudes, satisfactory aspects, and suggestions for designing high-quality coaching interventions to improve leadership (Objective 3). Conclusions: The components of coaching interventions varied across different studies. The impact of coaching on leadership development was positive across three levels (manager, organization, and staff). Therefore, we recommend coaching as an intervention for healthcare managers aiming to enhance their leadership level. Future coaching interventions may achieve greater effectiveness if they are specifically aligned with the participants' perceptions identified in our study. [ABSTRACT FROM AUTHOR]

This study examines whether, and how, top management influences middle management's support of corporate entrepreneurship activities. Specifically, the study explores the influence of top management characteristics, i.e. strategic planning capacity and entrepreneurial orientation, on manager's decision to support innovation adoption. We report on the findings from a vignette study. Research participants included a group of 259 experienced business professionals: 148 from the United States and 111 from China. The results suggest that the alignment of strategic planning capacity and entrepreneurial orientation influences middle management's support for corporate entrepreneurship in both cultural settings. [ABSTRACT FROM AUTHOR]

This paper studies the optimal joint design of incentives and performance rating scales in a principal-manager-worker hierarchy. The principal wants to motivate the worker to exert unobservable effort at the minimum feasible cost. Given the worker's effort, two signals are realized: public and verifiable output and a private non-verifiable signal known only to the manager. The principal may try to elicit the manager's private information by requiring her to evaluate the worker's performance. Payments may depend on output and the manager's evaluation. I show that the principal can achieve no more than what is feasible with a binary rating scale. I also identify scenarios where subjective evaluations are valuable (non-valuable), reduced transparency is advantageous, and forced ranking outperforms individual evaluations. [ABSTRACT FROM AUTHOR]

This paper explores the extent to which a manager can paradoxically develop a contestation to managerialist practices. By taking an autoethnographic approach, as a departmental head of a U.K. business school myself, I reflect upon the cultural, political, and individual tensions that emerged over a year from my attempt to develop a liminal space or place for my colleagues. This was initially framed as research development, called the "Shoreside Sessions," organized around a disconnected social and physical space. The intention was to understand whether this would lead to a respite from managerialism or any contestation to managerialist practices. Looking through a Lacanian conceptual lens, the research findings offer a tempered hope that middle management, which has been demonized by much of the critical management studies literature, could play a partial but pivotal role in providing a hysteric, questioning space for contestation to emerge. Such emergence is limited in a temporal sense, due to the growing conflicting managerialist, institutional agendas that department heads are increasingly expected to deliver. The paper's other main contribution lies in the role played by Lacanian discourses and psychic registers, which will help academic managers with the process of reflexivity around intent and impact of liminal spaces. [ABSTRACT FROM AUTHOR]

This study examines why employees in positive informal relationships may engage in unethical pro-organizational behavior (UPB). Drawing on social exchange theory and social cognitive theory, we examined the potential relational mechanisms of workplace friendships on UPB with a sample of 431 new-generation employees from different Chinese companies. The results of the empirical study indicated that workplace friendship and affective commitment were significantly positively related to UPB, as was the indirect effect of workplace friendship on UPB through affective commitment, and that a caring ethical climate (CEC) strengthened the positive relationships between workplace friendship and affective commitment and between affective commitment and UPB. Furthermore, male, married, and basic supervisor/ middle management employees were likelier to participate in UPB than female, unmarried, and general staff. These findings suggest that workplace friendships, affective commitment, and CEC may have a previously unexplored dark side. This study deepens the understanding of the environmental and personal factors that influence employee participation in UPB and contributes to the literature on the potential negative consequences of positive factors. We also discuss essential theoretical and practical implications and future research directions. [ABSTRACT FROM AUTHOR]

Wasta, the informal network context omnipresent in the Middle East, is widespread in human resource management (HRM) practices. Yet, its influence on the behaviour of HR managers has not been explored. Utilizing relational gatekeeping theory and the informal network perspective in conjunction with in-depth expert interviews with HR managers, we seek to explore whether and how informal networks (wasta) influence and shape their role in an Arab Middle Eastern context. Our findings indicate that the level of wasta penetration in organizations is reliant on the relational gatekeeping behaviours of HR managers. Furthermore, we show how HR managers compensate for structural deficiencies by leveraging their wasta-derived power to amplify their voices. Nevertheless, the findings also emphasize the significance of power sharing in reducing the expansion of culturally derived power associated with wasta, thereby limiting power dynamics and authority to that derived from the formal organizational hierarchy. These insights advance knowledge on gatekeeping behaviour in the Arab Middle Eastern context and contribute new knowledge regarding the operational modes of informal networks within organizations. Our findings underscore the pivotal role that HR managers play in shaping the organizational culture. From a practical perspective, we offer actionable solutions, such as power sharing through committee work, to enhance the effectiveness of the HR function. [ABSTRACT FROM AUTHOR]

The study presents findings about social work leadership from a formative dialogue research project following an ongoing service development project in a Norwegian social services office. From observation of team meetings and individual interviews with the leader and middle managers the study contributes to research on the meaning of social work leadership when changes are made within an organization. Traditional leadership theories often focus on individual leadership qualities, grounded in binaries of leaders and followers, but this study’s findings support newer theoretical approaches that underscore the importance of approaching leadership within a social constructivist framework, highlighting the processual and relational aspects of leadership. The study adds to the call for more qualitative studies that capture the complexity of social work leadership. One particular finding in this regard is narrativity as a promising approach for the understanding of leadership as co-production between stakeholders. The study has implications for both practice and education, as it is relevant for understanding leadership issues in social work contexts, which should to a greater extent be a topic in social work education. [ABSTRACT FROM AUTHOR]

Growing evidence suggests that the effectiveness of a school's operations is determined not by a single leader, but by a community of leaders. Middle managers can coordinate processes in formal positions and lead informal groups, facilitating the realisation of leadership goals. This study utilises a large-scale survey to analyse middle managers' perceptions of organisational learning and discuss their additional supporting roles and responsibilities considering organisational-level contingency variables in a centralised education system (Hungary). How can middle management function in a centralised educational system? How can it act as a 'bridge' and support organisational and individual learning? Our findings reveal that middle managers perceive leadership similarly to school staff (i.e. in terms of learning organisational behaviour), while principals' perceptions significantly differ. The study examined teachers' perceptions of organisational learning in various positions according to school size and type. It was found that middle managers play a more prominent role in smaller schools compared to larger ones, as they are more likely to utilise their strategic role in contexts with a more cohesive community. These findings suggest that the function of middle management should be better exploited in larger organisations. [ABSTRACT FROM AUTHOR]

Aim: This study aims to evaluate the status of Information Security Management in Faculty Libraries at Allameh Tabatabai University, Tehran, Iran. This study is based on the standard of ISO/IEC 27,002. Method: The research method is a descriptive survey. Data was collected through a researcher-made questionnaire based on the ISO/IEC standard 27,002 which includes 11 main indicators and 39 sub-components. The statistical population of this study is 45 main and middle managers of faculties' libraries of Allameh Tabatabai University located in Tehran (Faculties of Law, Psychology and Educational Sciences, Management and Accounting, Physical Education, Literature and Foreign Languages, Communication Sciences, Economics, Social Sciences, Mathematical and Computer Sciences). Due to the limited statistical population, sampling was not performed. Data analysis was done using descriptive statistics, inferential, and SPSS software. Findings: The average score of information security management performance in the faculty libraries of Allameh Tabatabaei University located in Tehran according to ISO/IEC27002 is above average. Examination of the average scores of performance evaluation indicators of faculty libraries of Allameh Tabatabai University showed that four indicators including Information Security Management Policy, Information Security Incident Management, Cryptography, and Security Supplier Relationships are not in a favorable situation and need attention from the relevant managers. In other indicators, the performance of faculty libraries is at the desired level. Conclusion: The results show a desirable level of information security management in the faculty libraries of Allameh Tabatabai in Tehran. However, some indicators, such as Information Security Policies, Information Security Incident Management, Cryptography, and Supplier Relationships, are still weaker. Therefore, to achieve security goals some suggestions are provided. [ABSTRACT FROM AUTHOR]

This research explores how managers implement integrated reporting (IR) in their organisations and its impact on practices. We use 25 semi‐structured interviews with top and middle managers of early adopters' private companies to examine the conditions under which managers initially made sense of IR long before its institutionalisation. Conceptually drawing from practice theory, we show how top and middle managers make sense of (practical intelligibility) IR and how this influences core operational practices. The analysis shows that IR practices can be more or less totalitarian, revealing the importance of the institutional pressures and teleo‐affective structures held and promoted by the managers in charge. This research offers a counterpoint to studies that suggest that accounting has a limited impact when practised in a less totalitarian form. It also highlights the importance of affective aspects and the crucial role of managers in these aspects. Given the rapid changes in the regulatory context, understanding how managers make sense of integrated tools is of utmost importance. [ABSTRACT FROM AUTHOR]

Purpose: In light of the key role attributed to the board of directors as a monitoring tool to constrain earnings management practices, this study aims to examine the effect of some board attributes on accrual-based earnings management and real earnings management in the Middle Eastern and North African (MENA) context, whose institutional, economic and legal environment is markedly different from that of most organization for economic cooperation and development countries. Design/methodology/approach: The authors selected a sample of 161 nonfinancial companies from nine MENA countries between 2014 and 2021 (corresponding to an unbalanced data panel of 486 observations). The authors used the generalized least squares regression test to examine the relationship between board attributes and earnings management. Findings: The authors found that three board attributes (size, independence and gender diversity) have no effect on both types of earnings management practices, while CEO duality has no effect on accrual-based earnings management but has a significant and negative effect on real earnings management. Overall, the results suggest that most board attributes do not play a crucial role in reducing earnings management. Research limitations/implications: The results provide valuable insights into the universal role of corporate governance mechanisms and raise questions about the role of the board of directors in improving reporting quality in the MENA context. Practical implications: Regulators should adapt corporate governance mechanisms to the characteristics of the institutional context in which they are inserted. Originality/value: To the best of the authors' knowledge, this study is the first to examine the effect of various board characteristics on both types of earnings management practices in the MENA context. It also provides the first empirical evidence of the relationship between board gender diversity and earnings management in the MENA region. [ABSTRACT FROM AUTHOR]

Copyright of Verwaltung und Management: Zeitschrift für Moderne Verwaltung (VM) is the property of Nomos Verlagsgesellschaft mbH & Co. KG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Industrial PhD students, affiliating to industrial firms and academic institutions, hold unique boundary‐spanning positions as they engage in knowledge co‐creation through university–industry collaboration (UIC). Despite much research on knowledge transfer processes and boundary spanners in inter‐organizational contexts, firms who engage in UIC remain uncertain about how to reap the benefits of co‐creating knowledge through industrial PhD projects. This paper investigates the enablers of knowledge dissemination for PhD students in industrial firms. Based on a qualitative case study in Sweden, our study identifies enablers and mechanisms related to individual and organizational actions in the internal knowledge dissemination process. Based on the findings, the paper presents a model that distinguishes between surface and deep knowledge dissemination and elaborates on the symbiotic nature of enablers, with middle management mediating between the individual and organizational levels. The paper enhances research on knowledge dissemination in UIC by specifically addressing industrial PhD students' dissemination of co‐created knowledge. The findings inform organizations in managing their expectations, making more informed decisions and improving dissemination conditions for boundary‐spanning industrial PhD students in UIC. [ABSTRACT FROM AUTHOR]

Summary: Given Machiavellianism's strong historical and theoretical roots in power and politics, there are surprisingly few empirical studies, if any, that directly examine how Machiavellians attain and maintain power in organizations. Understanding this is important because Machiavellian employees have managed to effectively gain power to reach managerial positions of influence in organizations despite their negative reputation. Further, there are contradictory theories and peripheral empirical findings that suggest they gain power either by strategically forging important connections or through coercive force. We propose that a Mach middle manager perspective can help illuminate which power‐gaining strategy is used. Drawing from the Machiavellianism literature and power dependence theory, we theorize how Mach middle managers gain coercive power through abusive supervision on those with less power (their subordinates), while building close guanxi with those with more power (their senior manager) to obtain relational empowerment. Moreover, we theorize that they maintain power by increasing both power‐gaining strategies when Mach middle managers perceive a high threat to hierarchy from subordinates, suggesting these parallel relations are positively connected. We found support for our theoretical model using data from a multi‐confederate experimental lab study and two multi‐wave field studies. The theoretical and empirical implications of our findings are discussed. [ABSTRACT FROM AUTHOR]

The importance of decentralised managers in the organisational decision-making process has been the subject of studies advocating different concepts. This study aims to comprehend the role of decentralised managers in the decision-making process of a large industrial company. To this end, the case study method was adopted. Semi-structured interviews were conducted with the organisation's top manager and decentralised managers. Based on the results of this investigation, it was possible to see that the organisation's decentralised managers have a high degree of influence on the decision-making process and are responsible for adapting strategies and decisions according to the specific needs of their areas of activity. Therefore, this study significantly contributes to the theoretical and practical understanding of organisational decision-making processes. Furthermore, it provides a valuable foundation for further research into the decision-making processes of decentralised managers, thereby addressing a gap in the existing literature on their influence on organisational decision-making. [ABSTRACT FROM AUTHOR]

This study addresses the dynamic interaction of strategic alliances (SA) on innovation (IN), product development (PD) and organisational performance (OP) in the Indian small and medium enterprises sector. Three empirical studies (Study 1: N = 170; Study 2: N = 185; Study 3: N = 200) were conducted to test the impact of SA on IN, PD and OP. The questionnaire was distributed to the top- and middle-level managers in Indian SMEs. Furthermore, we applied regression and correlation analysis to explore the relationship between our study variables. The result of Study 1 indicates that there is a significant relationship between SA and IN. In addition, resource integration (RI) plays a significant mediator role between SA and IN. The result of Study 2 indicates that there is a positive impact of SA on PD. In contrast, knowledge sharing (KS) has an insignificant effect on the relationship between SA and PD. The result of Study 3 reveals that there is a positive impact of IN, sustainability (SU) and environmental factors (EF) on OP. This study provides a critical and practical contribution to SA by examining the impact of SA on the organisational performance development processes (IN, PD and OP). [ABSTRACT FROM AUTHOR]

The article discusses the importance of both strategies and projects in organizations. It highlights the misconception that strategies are more important than operations and emphasizes the need for effective middle management to bridge the gap between strategic decisions and operational implementation. The article explains that organizations require strategies to establish or catch up with best practices and gain a competitive advantage. It also emphasizes the significance of operations in delivering goods and services to customers and the role of projects in improving operational capabilities. The article concludes that strategy is realized through improved operations, and projects are essential for implementing strategy and improving operations. [Extracted from the article]

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Trust is imperative for the successful navigation of strategic change initiatives. So, we ask ourselves the question: How do perceptions of organizational trust (composed of institutional and interpersonal trust) develop over time and what are their interactions during strategic change? We answer this question through a real-time ethnographic analysis of a merger process focusing specifically on trust at multiple levels, between employees, middle and top management and how it interacts with the trust these individuals have in the informal and formal processes of the organization. We unearthed three key processes in the dynamic interplay between levels and types of trust. (Dis)trust obfuscation allowed top management to overcome negative perceptions of employees by foregrounding one figurehead with whom employees build trust whilst backgrounding the other members. Multi-level mirroring in which middle management mirrored the content and emotionality of the communication of top management amplified trust building. Third, integrative elaboration whereby middle management actively helped employees to stay the course whilst top management withdrew from actively engaging with employees. These processes resulted in the trust dynamics to go from building with employees and preserving with middle management to preservation and finally trust erosion. Our findings contribute to the study of trust as a multi-level phenomenon as well as understanding trust dynamics at multiple levels. [ABSTRACT FROM AUTHOR]

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Purpose: The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge sharing behaviors with a distinct focus for a specified group of employees can be an effective and productive one. As it is often argued that the cluster of employees labeled as "middle management" is the key player for knowledge sharing behaviors – a subject of this study that intends to contribute to management strategy to enhance organizational effectiveness and subsequently to its knowledge sharing phenomona. Design/methodology/approach: Cluster analysis was adopted as key tool as a part of quantitative method to accumulate the data from 597 employees who are working within the middle management of service sector located in the union territory of India named Jammu and Kashmir. Findings: Three distinct segments namely – "knowledge sharing adepts (KSA)," "knowledge sharing scrupulous (KSC)" and "knowledge sharing servitudes (KSE)" as the prime domains of knowledge sharing behavior are identified. Research limitations/implications: To draw a narrow focus, the study was limited to the service sector of a union territory in India, hence the findings may not be generalized. Furthermore, as knowledge sharing behavior of individuals is always evolved out of social and historical practices, findings of this cross-sectional study should ideally be needed to be updated time to time through further research. Practical implications: Cluster dynamicism of knowledge sharing behavior based on the differentiated and specified group of employee functions distinctly which in turn increases the organizational productivity with a particular focus on the mid-management of the service sector – a key managerial implication of this study. Originality/value: To the best of the authors' knowledge, this research paper is the first of its kind in Jammu and Kashmir adding value to the international literature in the area of knowledge sharing behaviors of service sector. [ABSTRACT FROM AUTHOR]

The pterional approach has traditionally been employed for managing middle cerebral artery (MCA) aneurysms. With potential benefits like reduced surgical morbidity and improved postoperative recovery, the lateral supraorbital approach (LSO) should be considered individually based on aneurysm morphology, location and patient-specific variations of the MCA anatomy, which requires considerable technical expertise traditionally acquired through years of experience. The goal of this study was the development and evaluation of a novel phantom simulator in the context of clinical decision-making in the managmement of MCA aneurysms. For this purpose, high-fidelity simulators inclusive of MCA models with identical M1- and bifurcation aneurysms were manufactured employing 3D reconstruction techniques, additive manufacturing and rheological testings. Medical students, neurosurgical residents, and seasoned neurosurgeons (n = 22) tested and evaluated both approaches. Participants' performances and progress over time were assessed based on objective metrics. The simulator received positive ratings in face and content validity, with mean scores of 4.9 out of 5, respectively. Objective evaluation demonstrated the model's efficacy as a practical training tool, particularly among inexperienced participants. While requiring more technical expertise, results of the comparative analysis suggest that the LSO approach can improve clipping precision and outcome particularly in patients with shorter than average M1-segments. In conclusion, the employed methodology allowed a direct comparison of the pterional and LSO approaches, revealing comparable success rates via the LSO approach while reducing operation time and complication rate. Future research should aim to establish simulators in the context of clinical decision making. [ABSTRACT FROM AUTHOR]

Prior studies on impression management in the work context predominantly emphasize the target (supervisor) or actor perspective, largely ignoring the observer. Suggesting that a coworker's perspective would serve scholars and practitioners better for behavioral implications of impression management at work, we contend that supervisor ingratiation by a coworker triggers a self-serving attributional process for the observer. We propose that the observer attributes a high-performing coworker's supervisor's ingratiation to the supervisor's complacent acceptance of these behaviors in the form of their social perceptual (in)ability. We also propose that these attributions further lead to the observer's imitation of the behavior in an effort to secure favorable outcomes. Furthermore, the study tests the moderating role of the self-serving attributional style in influencing the observer's supervisor attributions. Results from 279 middle-level managers in the banking sector confirmed the hypotheses. Based on attribution theory and social learning literature, the study shows that an integrated view of the two domains of study provides a greater understanding of pervasive behavior. The results of the study are telling, as they imply a spillover of supervisor ingratiation to observers, suggesting potentially damaging effects of supervisor ingratiation on the overall work environment. The study offers a guiding point for the future of impression management literature while advancing attribution literature to a third-party perspective. Practical implications, future suggestions, and limitations are also discussed. [ABSTRACT FROM AUTHOR]

In recent years, organizations have faced intense stakeholder pressure to implement green business strategies in order to enhance environmental sustainability and social equity. Within the framework of conservation of resource theory and the imperative of sustainable development, this study aims to investigate the impact of green HRM practices, green inclusive leadership (GIL) on sustainable performance through a dual mediation path of green skill competencies (GSC), and green creative self-efficacy (GCSE). Based on the survey questionnaire, data was collected from 362 manufacturing SMEs executives, top and middle-level managers. The study used Smart PLS-SEM for data analysis. The results show that Green HRM and GIL have a significant positive impact on sustainable performance. Furthermore, results emphasize that GCSE and GSC significantly mediate the relationship among HRM practices, GIL, and sustainable performance. Notably, GIL strengthens the impact of Green HRM on sustainable performance. This research provides an enriched understanding of sustainable practices in the context of manufacturing SMEs. It provides actionable insights for industrialists, policymakers, and stakeholders striving to promote sustainable development in manufacturing SMEs. [ABSTRACT FROM AUTHOR]

Nursing management activities are important in influencing staff nurses' action to prevent or withdraw physical restraints. However, limited studies have been conducted empirically to determine the nursing management activities required for minimizing physical restraints. Therefore, there is a need for basic standards of nursing management activities to minimize physical restraints in acute care settings. This study aimed to develop nursing management indicators to minimize physical restraint (MaIN-PR) in hospitalized older adult patients in an acute care setting. It was conducted between June and October 2021 in Japan using a Delphi consensus approach. Fifty nurses working at top or middle management levels or as certified nurse specialists in gerontological nursing enrolled as participants. The potential indicators obtained from the literature review and interviews were organized inductively to develop two types of draft indicators: (1) 35 items for top management and (2) 33 items for middle management. We asked the nursing managers and certified nurse specialists in gerontological nursing to assess the validity of each indicator in three rounds. Of the 50 initial panelists, 12 from top management and 13 from middle management continued till the third round. MaIN-PR contained 35 indicators for top management and 28 indicators for middle management and were classified into the following six metrics: planning, motivating, training, commanding, organizing, and controlling. To the best of our knowledge, the current MaIN-PR are the first set of nursing management indicators for minimizing physical restraint, including perspectives on geriatric nursing in acute care settings. These indicators could guide both top and middle nursing management, thus supporting staff nurses' judgment in minimizing physical restraints to enhance the quality of older adult patient care. [ABSTRACT FROM AUTHOR]

Background and Objectives: Patient experience narratives (narratives) are an increasingly important element of both measurement approaches and improvement efforts in healthcare. Prior studies show that narratives are considered by both clinicians and staff to be an appealing, meaningful, and credible form of evidence on performance. They also suggest that making concrete use of narratives within organizational settings to improve care can be complex and challenging. Our qualitative study was designed to explore how middle managers working in a health system’s outpatient clinics value and use written narratives in their day-to-day work. Methods: We conducted qualitative interviews with 20 middle managers working in 8 outpatient clinics. Interviews were fully transcribed, loaded into MAX-QDA software, and coded using thematic analysis techniques. Code reports were extracted and reanalyzed for subthemes related to the objectives of this paper. Results: Middle managers across sites described valuing narratives as a tool to: enable better patient experience assessment by augmenting data from patient experience scores; deepen understanding of and relationships with patients; provide insight about operational issues; identify areas for needed improvement and potential solutions; and facilitate strategic work. They reported using narratives for a range of activities related to their roles as supervisors, such as focusing attention on positive practices and needed improvements, promoting deeper group learning, motivating change, reinforcing sense of purpose for staff, recognizing staff strengths and training needs, and inspiring transformational thinking. Finally, interviewees reported numerous specific quality improvement projects (both short- and longer-term) that were informed by narratives-for example, by identifying an issue to be addressed or by suggesting a workable solution. Together, these interviews suggest a collective “narrative about narratives” woven by these organizational actors-a story which illustrates how narratives are highly relevant for how middle managers derive meaning from their work, put organizational values such as responsive service provision into practice, and enact their roles as supervisors. Conclusions: Our results add to the nascent literature a detailed description of how narratives can be used both as a tool for middle managers in their leadership and supervisory roles, and as a blueprint for improvement work within outpatient settings. They also illuminate why patient experience scores may improve when narrative data are collected and used. Finally, our results suggest that for middle managers, perhaps “nothing is more powerful than words” because narratives function as both an insight provider and a compelling tool that adds direction and meaning to workplace endeavors. [ABSTRACT FROM AUTHOR]

Background: During the COVID-19 pandemic, the health and treatment departments of military organizations provided various services to control the pandemic; however, there were some challenges for the organization. This study explains the challenges in providing healthcare services in the COVID-19 pandemic from the managers' viewpoints. Materials and Methods: In this study, a qualitative research method with a conventional content analysis approach was used. A total of 58 managers participated in this study. The participants included 8 senior managers, 23 middle managers, and 27 executive managers who were included in the study via the purposive sampling method. A semi-structured, in-depth individual interview with open questions was used to collect the data. Primary codes were extracted and compiled into main and sub-categories based on the codes. Results: The initial codes after integration with inductive content analysis included 4 main categories and 13 subcategories, including challenges in the field of mental health (unknown illness and mental problems of military personnel), a lack of risk perception (in executives and employees), intra-organizational challenges (lack of equipment, dysfunction of functional structure, lack of medicine and vaccine, lack of resources, inconsistency of information) and external challenges (disruption of social order and unity, the lack of reliable news information, change of national education program and inconsistency between organizations). Conclusion: The results of this study showed that managers of military organizations have faced important challenges in providing healthcare services. Carrying out measures to improve mental health, improving risk perception in managers and employees, and internal and external coordination can eliminate the weak points of the organization to manage similar incidents. [ABSTRACT FROM AUTHOR]

This paper aims to analyze the influencing factors of supply chain risk management under FinTech innovation. It takes Enterprise A as the research object. To begin with, the basic knowledge of supply chain risk management is introduced, and its five influencing factors are discussed. Furthermore, the relevant theories of the cloud model are analyzed and three kinds of cloud generators are compared. Combined with Back Propagation Fuzzy Neural Network (BPFNN), a supply chain management model is constructed based on the fuzzy cloud model - BPFNN. Eventually, the middle-level and above managers at Enterprise A and experts are provided with questionnaires to assess the various factors impacting supply chain risk. The model's effectiveness is verified through error convergence iii training samples and the fitting of test samples. The results show that the test set sample's mean square error is stable at 0.0137, indicating the model's strong generalization ability. The cloud fuzzy neural network model for financial supply chain collaborative innovation's risk assessment is successfully established. According to the weight analysis, the highest risk factors in the financial industry's supply chain collaborative innovation management are trust risk, capability risk. loss of key customers, and changes in customer demand. This research on the influencing factors of supply chain risk management under collaborative innovation has certain practical significance for the risk management of collaborative innovation. [ABSTRACT FROM AUTHOR]