Managers Categorization

This research delves into the complex relationship between dynamic managerial capabilities (DMCs) and innovation performance, examining the moderating effects of activity type, export level, and firm size. Employing rigorous ANOVA methodologies, the study elucidates the nuanced and conditional impacts of managerial actions on innovation outcomes. A significant aspect of this investigation is the classification of managers based on their specific DMC components, a novel contribution to the field that enhances our understanding of how different managerial competencies shape innovation. The results indicate substantial interactions between DMCs and the outlined contextual factors. Notably, Type 1 managers, distinguished by their superior managerial human capital, expansive social networks, and propensity for intuitive decision-making, demonstrate a robust positive effect on innovation across varied activities. In contrast, Type 9 managers, who possess limited managerial human capital yet maintain extensive social networks, display performance variability contingent on operational contexts. In export-centric firms, both Type 1 and Type 5 managers emerge as key drivers of innovation, adeptly maneuvering the complexities of international markets through their strategic acumen and flexibility. Moreover, the effectiveness of DMCs is significantly modulated by firm size, with micro and small enterprises deriving optimal benefits from a multifaceted managerial skill set, whereas larger corporations exhibit a greater reliance on established systemic processes. This research lays the groundwork for subsequent inquiries into the strategic deployment of DMCs in diverse organizational scenarios and offers critical insights for enhancing innovation-led development.