Academic Journal of Business & Management, 2023, 5(3); doi: 10.25236/AJBM.2023.050310.
Rongrong Zeng1, Dongling Zheng2, Yanjun Li3
1Cavite State University, Indang, Philippines
2East China Jiaotong University, Nanchang, Jiangxi, China
3Fuzhou University of International Studies and Trade, Fuzhou, China
In recent years, due to the drastic changes in the economic environment, domestic companies have experienced many industrial changes. From the perspective of industrial evolution, the correspondence between organization and strategy not only has a time gap, but also full of uncertainty and dynamic decision-making process. To explore the ecological growth and decline of the industry, we can observe the interaction between manufacturers and the environment in the industry through the perspective of ethnic ecology. This research is mainly for the high-tech industry research, the research object is the middle-level director of the high-tech industry in Guizhou Province, the questionnaire is issued. A total of 360 questionnaires were sent out, and 252 valid questionnaires were collected, with a recovery rate of 70%. Research results: (1) Competency has a significant positive impact on organizational ecology. (2) Organizational ecology has a significant positive impact on sustainable development. (3) Competency has a significant positive impact on sustainable development. Based on the results, suggestions are proposed, and it is expected to explore the adaptation strategies that middle managers must adopt in order to achieve sustainable development as environmental conditions change.
Organizational Ecology; Middle-level Managers; Competency; Sustainable Development; High-tech Industry
Rongrong Zeng, Dongling Zheng, Yanjun Li. The evaluation model of the sustainable development of managers' competence. Academic Journal of Business & Management (2023) Vol. 5, Issue 3: 63-66. https://doi.org/10.25236/AJBM.2023.050310.
[1] Aubry, M., Bonnet, J., & Renou-Maissant, P. (2015). Entrepreneurship and the business cycle: The Schumpeter effect versus the refugee effect-a French appraisal based on regional data. Annals of Regional Science, 54(1), 23-55.
[2] He, L., Chen, C., and Chiang, H. (2015). Top manager background characteristics, family control and corporate social responsibility (CSR) performance. Journal of Applied Finance and Banking, 5(1), 65-80.
[3] Le Mens, G., Hannan, M. T., & Polos, L. (2015). Age-related structural inertia: A distance-based approach. Organization Science, 26(3), 756-773.
[4] Li, P. Y. (2018), Top management team characteristics and firm internationalization: Themoderating role of the size of middle managers, International Business Review, 27(1), 125-138.
[5] Nabi, G., Liñán, F., Fayolle, A., Krueger, N., & Walmsley, A. (2017). The impact of entrepreneurship education in higher education: A systematic review and research agenda. Academy of Management Learning & Education, 16(2), 277–299.
[6] Ridge, J. W. & Ingram, A. (2017). Modesty in the Top Management Team: Investor Reaction and Performance Implications. Journal of Management, 43(4), 1283–1306.
[7] Suddaby, R., Bitektine, A., & Haack, P. (2017). Legitimacy. Academy of Management Annals, 11(1), 451–478.
[8] Weber, M. S., Fulk, J., & Monge, P. (2016). The emergence and evolution of social networking sites as an organizational form. Management Communication Quarterly, 30(3), 305-332.
[9] Yang, H., Chan, P. C., & Yeung, F. Y. (2015). Niche width, competitive positioning, and performance of international construction contractors (1992-2009). Journal of Management in Engineering, 31(3), 1-11.