- -

Assessing the importance of managerial accuracy of perceptions

RiuNet: Repositorio Institucional de la Universidad Politécnica de Valencia

Compartir/Enviar a

Citas

Estadísticas

  • Estadisticas de Uso

Assessing the importance of managerial accuracy of perceptions

Mostrar el registro sencillo del ítem

Ficheros en el ítem

[Cerrado]
Nombre: Yeamduan;Garrigós;Gil ...
Tamaño: 268.0Kb
Formato: PDF
Descripción: Versión editorial
Solicitar una copia al autor
dc.contributor.author Narangajavana, Y. es_ES
dc.contributor.author Garrigós Simón, Fernando José es_ES
dc.contributor.author Gil Pechuán, Ignacio es_ES
dc.date.accessioned 2015-11-24T08:26:19Z
dc.date.available 2015-11-24T08:26:19Z
dc.date.issued 2013-02-13
dc.identifier.issn 2194-0061
dc.identifier.uri http://hdl.handle.net/10251/57967
dc.description.abstract This article sets out to observe how the accuracy of perception by hospitality managers of the new competitive framework arising out of the advent of the internet has affected the choice of strategy and entrepreneurial performance. In order to achieve this aim, we use a combination of two different empirical studies: firstly, a Delphi study addressed to experts from around the world and secondly, a questionnaire addressed to managers in the Spanish hospitality sector. The study uses Structural Equation Modeling methodology and highlights the importance of managerial perception. Our results confirm the importance of the schemes established. es_ES
dc.language Inglés es_ES
dc.publisher Springer Verlag es_ES
dc.relation.ispartof GLOBAL BUSINESS PERSPECTIVES (PRINT VERSION) es_ES
dc.rights Reserva de todos los derechos es_ES
dc.subject Accuracy of perception es_ES
dc.subject Competitive strategies es_ES
dc.subject Performance es_ES
dc.subject SEM es_ES
dc.subject.classification ORGANIZACION DE EMPRESAS es_ES
dc.title Assessing the importance of managerial accuracy of perceptions es_ES
dc.type Artículo es_ES
dc.identifier.doi 10.1007/s40196-012-0007-y
dc.rights.accessRights Cerrado es_ES
dc.contributor.affiliation Universitat Politècnica de València. Departamento de Organización de Empresas - Departament d'Organització d'Empreses es_ES
dc.description.bibliographicCitation Narangajavana, Y.; Garrigós Simón, FJ.; Gil Pechuán, I. (2013). Assessing the importance of managerial accuracy of perceptions. GLOBAL BUSINESS PERSPECTIVES (PRINT VERSION). 1(1):68-83. doi:10.1007/s40196-012-0007-y es_ES
dc.description.accrualMethod S es_ES
dc.relation.publisherversion http://dx.doi.org/10.1007/s40196-012-0007-y es_ES
dc.description.upvformatpinicio 68 es_ES
dc.description.upvformatpfin 83 es_ES
dc.type.version info:eu-repo/semantics/publishedVersion es_ES
dc.description.volume 1 es_ES
dc.description.issue 1 es_ES
dc.relation.senia 260707 es_ES
dc.description.references Akhtar, S., Ding, D. Z., & Ge, G. L. (2008). Strategic HRM practices and their impact on company performance in Chinese enterprises. Human Resource Management, 47(1), 15–32. es_ES
dc.description.references Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommend two step approach. Psychological Bulletin, 103(3), 453–460. es_ES
dc.description.references Arend, R. J. (2006). SME-supplier alliance activity in manufacturing: Contingent benefits and perceptions. Strategic Management Journal, 27(8), 741–763. es_ES
dc.description.references Berrone, P., & Gomez-Mejia, L. (2009). The pros and cons of rewarding social responsibility at the top. Human Resource Management, 48(6), 959–971. es_ES
dc.description.references Brownell, J. (2006). Meeting the competency needs of global leaders: A partnership approach. Human Resource Management, 45(3), 309–333. es_ES
dc.description.references Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, 6(1), 1–22. es_ES
dc.description.references Conant, J. S., Mokwa, M. P., & Varadarajan, P. R. (1990). Strategic types, distinctive marketing competences and organizational performance: A multiple measures-based study. Strategic Management Journal, 11(5), 365–383. es_ES
dc.description.references Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9, 284–295. es_ES
dc.description.references Davies, H., & Walters, P. (2004). Emergent patterns of strategy, environment and performance in a transition economy. Strategic Management Journal, 25, 347–364. es_ES
dc.description.references Davig, W. (1986). Business strategies in smaller manufacturing firms. Journal of Small Business Management, 24(1), 38–46. es_ES
dc.description.references Dent, J. F. (1990). Strategy, organisation and control: Some possibilities for accounting research. Accounting Organisations and Society, 15(1/2), 3–25. es_ES
dc.description.references DeSarbo, W. S., Di Benedetto, C. A., Song, M., & Sinha, I. (2005). Revisiting the Miles and Snow strategic framework: Uncovering interrelatinships between strategic types, capabilities, environmental uncertainty, and firm performance. Strategic Management Journal, 26, 47–74. es_ES
dc.description.references Ensley, M. D., Carland, J. W., & Carland, J. C. (2000). Investigating the existence of the lead entrepreneur. Journal of Small Business Management, 38(4), 59–77. es_ES
dc.description.references Fiss, P. C. (2007). A set‐theoretic approach to organizational configurations. Academy of Management Review, 32(4), 1180–1198. es_ES
dc.description.references Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(10), 109–122. es_ES
dc.description.references Guest, D. (1997). Human resource management and performance: A review and research agenda. The International Journal of Human Resource Management, 8, 263–276. es_ES
dc.description.references Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariante date analysis. Englewood Cliffs, NJ: Prentice Hall. es_ES
dc.description.references Hambrick, D. C. (1983). Some test of the effectiveness of functional attributes of Miles and Snow’s strategic types. Academy of Management Journal, 26(1), 5–26. es_ES
dc.description.references Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9, 193–206. es_ES
dc.description.references Hrebiniak, L., & Joyce, W. (1985). Organizational adaptation: Strategic choice and environmental determinism. Administrative Science Quarterly, 35, 336–349. es_ES
dc.description.references Hult, G. T. (2003). An integration of thoughts on knowledge management. Decision Sciences, 34(2), 189–195. es_ES
dc.description.references Kabanoff, B., & Brown, S. (2008). Knowledge structures of prospectors, analyzers, and defenders: Content, structure, stability, and performance. Strategic Management Journal, 29, 149–171. es_ES
dc.description.references Kae, R., Paauwe, J., & Zupan, N. (2009). HR practices, interpersonal relations, and intrafirm knowledge transfer in knowledge-intensive firms: a social network perspective. Human Resource Management, 48(4), 615–639. es_ES
dc.description.references Landis, R. S., Bela, D. J., & Tesluk, P. E. (2000). A comparison of approaches to composite measures in structural equation models. Organizational Research Methods, 3(2), 186–207. es_ES
dc.description.references Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24(1), 31–48. es_ES
dc.description.references Lopez-Cabrales, A., Pérez-Luño, A., & Valle-Cabrera, R. (2009). Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management, 48(4), 485–503. es_ES
dc.description.references March, J. S., & Simon, H. A. (1958). Organizations. New York: Wiley. es_ES
dc.description.references Mezias, J., & Starbuck, W. (2003). Studying the accuracy of managers’ perceptions: A research odyssey. British Journal of Management, 14, 3–17. es_ES
dc.description.references Miles, R. E., & Snow, C. C. (1978). Organization strategy, structure and process. New York: McGraw-Hill. es_ES
dc.description.references Minbaeva, D. B. (2005). HRM practices and MNC knowledge transfer. Personnel Review, 34(1), 125–144. es_ES
dc.description.references Minbaeva, D., Foss, N., & Snell, S. (2009). Bringing the knowledge perspective into HRM. Human Resource Management, 48(4), 477–483. es_ES
dc.description.references Mohrman, S. A., & Worley, C. W. (2009). Dealing with rough times: a capabilities development approach to surviving and thriving. Human Resource Management, 48(3), 433–445. es_ES
dc.description.references Nahm, A. Y., Vonderembse, M. A., & Koufteros, X. A. (2004). The impact of organizational culture on time-based manufacturing and performance. Decision Sciences, 35(4), 579–607. es_ES
dc.description.references Ngo, H. Y., Lau, C. M., & Foley, S. (2008). Strategic human resource management, firm performance, and employee relations climate in China. Human Resource Management, 47(1), 73–90. es_ES
dc.description.references Nilsen, D., & Campbell, D. P. (1993). Self-observer rating discrepancies: Once an overrater, always an overrater? Human Resource Management, 32(2/3), 265–281. es_ES
dc.description.references O’Regan, N., & Ghobadian, A. (2005). Innovation in SMEs: The impact of strategic orientation and environmental perceptions. International Journal of Productivity and Performance Management, 54(9), 81–97. es_ES
dc.description.references Olson, E. M., Slater, S. F., & Hult, G. T. M. (2005). The performance implications of fit among business strategy, marketing orientation structure, and strategic behavior. Journal of Marketing, 69(3), 49–65. es_ES
dc.description.references Pedler, M., Burgoyne, J., & Boydell, T. (1991). The learning company: A strategy for sustainable development. London: McGraw-Hill. es_ES
dc.description.references Pfeffer, J., & Salancik, G. (1978). The external control of organizations. New York: Harper & Row. es_ES
dc.description.references Porter, M. E. (2001). Strategy and the internet. Harvard Business Review, 79(2), 63–78. es_ES
dc.description.references Powell, T. C., Lovallo, D., & Caringal, C. (2006). Causal ambiguity, management perception, and firm performance. Academy of Management Review, 31(1), 175–196. es_ES
dc.description.references Prahalad, C. K., & Hamel, G. (1990). The core competence and the corporation. Harvard Business Review, 68, 79–91. es_ES
dc.description.references Rajagopalan, N. (1996). Strategic orientations, incentive plan adoptions and firm performance: Evidence from electric utility firms. Strategic Management Journal, 18, 761–785. es_ES
dc.description.references Robbins, S. P. (1998). Organizational behavior: Concepts, controversies, applications (8 ed.). London: Prentice Hall. es_ES
dc.description.references Robinson, R. B., & Pearce, J. A. (1988). Planned patterns of strategic behavior and their relationship to business-unit performance. Strategic Management Journal, 9, 43–60. es_ES
dc.description.references Rollinson, D., Broadfield, A., & Edwards, D. (1998). Organisational Behaviour and Analysis. Harlow: Addison‐Wesley. es_ES
dc.description.references Shook, C. L., Ketchen, D. J., Hult, G. T. M., & Kacmar, K. M. (2004). An assessment of the use of structural equation modeling in strategic management research. Strategic Management Journal, 25, 397–404. es_ES
dc.description.references Short, J. C., Payne, G. T., & Ketchen, D. J. (2008). Research on organizational configurations: Past accomplishments and future challenges. Journal of Management, 34, 1053–1079. es_ES
dc.description.references Shortell, S. M., & Zajac, E. J. (1990). Perceptual and archival measures of Miles and Snow’s strategic types: A comprehensive assessment of reliability and validity. Academy of Management Journal, 33(4), 817–832. es_ES
dc.description.references Slater, S. F., Olson, E. M., & Hult, G. T. M. (2006). The moderating influence of strategic orientation on the strategy formation capability–performance relationship. Strategic Management Journal, 27(3), 1221–1231. es_ES
dc.description.references Smith, K. G., Guthrie, J. P., & Chen, M. (1989). Strategy, size and performance. Organizational Studies, 10(1), 63–81. es_ES
dc.description.references Snow, C. C., & Hrebiniak, L. G. (1980). Measuring organizational strategies. Some theoretical and methodological problems. Academy of Management Review, 5(4), 527–538. es_ES
dc.description.references Song, M., Calantone, R. J., & Di Benedetto, C. A. (2002). Competitive forces and strategic choice decisions: An experimental investigation in the United States and Japan. Strategic Management Journal, 23, 969–978. es_ES
dc.description.references Starbuck, W., & Mezias, J. (1996). Opening pandora’s box: Studying the accuracy or managers’ perceptions. Journal of Organization Behavior, 17, 99–117. es_ES
dc.description.references Subramony, M. (2009). A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48(5), 745–768. es_ES
dc.description.references Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350. es_ES
dc.description.references Tornow, W. W. (1993). Perceptions or reality? Is multi-perspective measurement a means or an end? Human Resource Management, 32, 2211–2229. es_ES
dc.description.references Tracey, M. A., Vonderembse, M. A., & Lim, J. S. (1999). Manufacturing technology and strategy formulation: Keys to enhancing competitiveness and improving performance. Journal of Operations Management, 17(4), 411–428. es_ES
dc.description.references Van Velsor, E., Taylor, S., & Leslie, J. B. (1993). An examination of the relationships among self-perception accuracy, self-awareness, gender, and leader effectiveness. Human Resource Management, 32(2/3), 249–263. es_ES
dc.description.references Wahab, S., & Cooper, C. (2001). Tourism in the age of globalisation. London: Routledge. es_ES
dc.description.references Wang, H. C., He, J., & Mahoney, J. T. (2009). Firm-specific knowledge resources and competitive advantage: The roles of economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30, 1265–1285. es_ES
dc.description.references Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180. es_ES
dc.description.references Winter, S. G. (2003). Mistaken perceptions: Cases and consequences. British Journal of Management, 14, 39–44. es_ES
dc.description.references Wright, M. (2001). Entrepreneurship and wealth creation. Sue Birley reflects on creating and growing wealth. European Management Journal, 19(2), 128–139. es_ES
dc.description.references Wyer, P., Mason, J., & Theodorakopoulos, N. (2000). Small business development and the ‘learning organisation’. International Journal of Entrepreneurial Behavior & Research, 6(4), 239–259. es_ES
dc.description.references Yamao, S., De Cieri, H., & Hutchings, K. (2009). Transferring subsidiary knowledge to global headquarters: Subsidiary senior executives’ perceptions of the role of HR configurations in the development of knowledge stocks. Human Resource Management, 48(4), 531–554. es_ES
dc.description.references Yammarino, F. J., & Atwater, L. E. (1993). Understanding self-perception accuracy: Implications for human resource management. Human Resource Management, 32(2–3), 231–247. es_ES
dc.description.references Yang, J. T., & Wan, C. S. (2004). Advancing organizational effectiveness and knowledge management implementation. Tourism Management, 25, 593–601. es_ES
dc.description.references Zahra, S. A., & Pearce, J. A. (1990). Research evidence on the Miles and Snow typology. Journal of Management, 16(4), 751–768. es_ES
dc.description.references Zajac, E., & Shortell, S. (1989). Changing generic strategies: likelihood, direction and performance implications. Strategic Management Journal, 10(5), 413–430. es_ES


Este ítem aparece en la(s) siguiente(s) colección(ones)

Mostrar el registro sencillo del ítem