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

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  • Klaus Friesenbichler
  • Eva Selenko

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.

Suggested Citation

  • Klaus Friesenbichler & Eva Selenko, 2017. "Firm performance in challenging business climates: does managerial work engagement make a difference?," Asian Business & Management, Palgrave Macmillan, vol. 16(1), pages 25-49, April.
    • Handle: RePEc:pal:abaman:v:16:y:2017:i:1:d:10.1057_s41291-017-0016-4
    DOI: 10.1057/s41291-017-0016-4
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    References listed on IDEAS

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    Cited by:

    1. Syed Wajeeh-ul-Husnain & Jie Shen & John Benson, 2022. "HRM practices in South Asia: convergence, divergence, and intra-regional differences," Asian Business & Management, Palgrave Macmillan, vol. 21(5), pages 780-801, November.

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