The purpose of this paper is to improve business strategies approach by performance improvement through contextual managerial behavior development.
Management branding is the result of deep analysis and observations made in many multinational companies, especially in the automotive industry. Management branding is the answer to pressing questions such as: ”What is wrong with our implementation of lean principles?”. The paper uses various methods of scientific research (definition and checking of assumptions, field research, laboratory research, questionnaires and interviews).
Often, the partial failure of key performance indicators is derived from managers' behavior. Often, managers are frustrated at the end of the assessment period because of the total or partial failure of key performance indicators. Often managers seek solutions that are too old; they were valid in the past but are inappropriate for current decision challenges. Too often managers rely on past experience for today's decisions, to the point where making decisions based on preconceived ideas is no more than one step.
Future developments will focus on testing the management branding methodology in public and non‐profit organizations and on defining the major types of risks of various decisions taken using contextual managerial behavior identities.
Management branding definitely has practical implications, such as “calming down the organizational climate” and increasing the chances of meeting key performance indicators. Understanding the business and social character and wise use of management branding in the everyday life of companies can create premises for strategy improvement in companies in any industry, all around the globe.
This paper promotes new concepts such as management team by contexts, desirable behavior, contextual behavioral strategy, etc.
