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Firm performance in challenging business climates: does managerial work engagement make a difference?

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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.

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  1. Vienna, Austria

    Klaus Friesenbichler

  2. Loughborough, UK

    Eva Selenko

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  1. Klaus Friesenbichler
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  2. Eva Selenko
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Friesenbichler, K., Selenko, E. Firm performance in challenging business climates: does managerial work engagement make a difference?. Asian Bus Manage 16, 25–49 (2017). https://doi.org/10.1057/s41291-017-0016-4

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