Sentence examples for managerial behaviour from inspiring English sources

Stock options have certainly altered managerial behaviour, though not necessarily for the better.

His doctoral research provided the basis for his book An Accounting System and Managerial Behaviour (1973), and the following year the analysis was taken much further in Accounting and Human Behaviour.

Yet Capello is starting to wear the haunted look of a man who has woken up after 18 months of marriage only to realise that the person snoring loudly to his left is the biggest psychopath on the planet; as a consequence, he is starting to display the managerial behaviour of any other Tom, Dick or Svennis.

The obsession with shareholder value began in 1976, he says, when Michael Jensen and William Meckling, two economists, published an article, "Theory of the Firm: Managerial Behaviour, Agency Costs and Ownership Structure", which argued that the owners of companies were getting short shift from professional managers.

There is a danger in this study's approach to exploring the relationship between managerial behaviour and small-firm growth.

Thus, managerial behaviour is altered to adopt these practices through pressure and in the process legitimize their company's existence.

Yukl (1989) called them managerial work and managerial behavior.

Social science discourses are used to discuss the possible consequences of these perceptions upon managerial risk behaviours, including those of "Getting Better" and "Getting Smarter", and to consider possible managerial risk mitigation options.

With foreign assets come foreign products, foreign marketing, foreign managerial practices and behaviour, and foreign ideas.

This study is one of the first papers to provide experimental empirical evidence that specific audit actions conveying heightened scepticism have significant influence on managerial judgments and behaviours with respect to committing aggressive earnings management.

Many of the CEOs described a relatively passive manager role, not as actors, but rather as "re-actors" in relation to physicians, in various ways trying to adjust their managerial strategies to physicians' behaviour.