FRIESENBICHLER, K. and SELENKO, E., 2017. Firm performance in challenging business climates: does managerial work engagement make a difference? Asian Business and Management, 16 (1), pp. 25-49.
Do more highly work-engaged managers contribute to firm performance? Leaning on the resource-based view, we propose managerial work engagement as a resource relevant to firm performance. Data from a representative survey of managers in Bangladesh support this and illuminate the role of the wider context in predicting work engagement. In less-corrupt environments with a more humane leadership culture, work engagement is more prevalent. In addition, individual work engagement is driven by firm-level factors and contributes independently to firm performance. This illustrates the mutual dependency between an individual manager’s work engagement and microeconomic determinants of firm performance.
This paper is closed access until 16th March 2018.