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Managerial Discretion and Performance in China [electronic resource] :Towards Resolving the Discretion Puzzle for Chinese Companies and Multinationals / by Hagen Wülferth.

by Wülferth, Hagen [author.]; SpringerLink (Online service).
Material type: materialTypeLabelBookSeries: Contributions to Management Science: Publisher: Berlin, Heidelberg : Springer Berlin Heidelberg : 2013.Description: XXIII, 534 p. 43 illus. online resource.ISBN: 9783642358371.Subject(s): Economics | Business planning | Economics/Management Science | Business Strategy/Leadership | Emerging Markets/Globalization | Organization/Planning | Human Resource ManagementDDC classification: 658.4092 Online resources: Click here to access online
Contents:
Introduction -- Literature Review and Hypotheses -- Unit of Analysis -- Model Specification -- Validity and Reliability of Empirical Discretion Model -- Empirical Results of Model -- Conclusion.
In: Springer eBooksSummary: The theoretical and empirical literature to date has fallen short of reaching a consensus as to whether granting more managerial discretion to managers tends to enhance, not alter or diminish organisational performance (the discretion puzzle). This book aims to build a bridge between these contradictory results by synthesising principal-agent theory, stewardship theory, and managerial discretion theory into a new empirically-validated model. Using a representative sample of 'double-blind' interviews with managers of 467 firms in China and applying partial least squares path modelling (PLS), the study identifies a potential cause of the discretion puzzle: the failure of the extant literature to account for granularity in the way that managers use their discretion. This generates far-reaching implications for theoretical and empirical research as well as practical recommendations for managing managers in multinationals and Chinese companies.
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Introduction -- Literature Review and Hypotheses -- Unit of Analysis -- Model Specification -- Validity and Reliability of Empirical Discretion Model -- Empirical Results of Model -- Conclusion.

The theoretical and empirical literature to date has fallen short of reaching a consensus as to whether granting more managerial discretion to managers tends to enhance, not alter or diminish organisational performance (the discretion puzzle). This book aims to build a bridge between these contradictory results by synthesising principal-agent theory, stewardship theory, and managerial discretion theory into a new empirically-validated model. Using a representative sample of 'double-blind' interviews with managers of 467 firms in China and applying partial least squares path modelling (PLS), the study identifies a potential cause of the discretion puzzle: the failure of the extant literature to account for granularity in the way that managers use their discretion. This generates far-reaching implications for theoretical and empirical research as well as practical recommendations for managing managers in multinationals and Chinese companies.

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