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Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/24817

Title: Firm performance in challenging business climates: does managerial work engagement make a difference?
Authors: Friesenbichler, Klaus
Selenko, Eva
Keywords: Productivity
Firm performance
Work engagement
Issue Date: 2017
Publisher: © Palgrave Macmillan
Citation: 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.
Abstract: 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.
Description: This paper is closed access until 16th March 2018.
Version: Accepted for publication
DOI: 10.1057/s41291-017-0016-4
URI: https://dspace.lboro.ac.uk/2134/24817
Publisher Link: http://dx.doi.org/10.1057/s41291-017-0016-4
ISSN: 1472-4782
Appears in Collections:Closed Access (Business School)

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