-worthiness, corporate governance, and investment. Our second goal is to determine whether experiences during the Depression had a lasting effect on corporate decisions in the 1940s. We find that firms with more debt and lower bond ratings in 1928 had a greater probability of becoming financially distressed during

, the current study investigated a ratee characteristic – ratee job experience. Using confirmatory factor analysis and item response theory methods with replication, the measurement equivalence of supervisor ratings of 7200 managers with differing levels of managerial experience was assessed. Overall, results

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A key premise of A leArning community is that other people’s experiences provide a source of insight and perspective that can better help us achieve the results we desire. typically, we assume that we can improve our performance by copying the behavior that produces the accomplishments we admire

This article exploits a quasi-experimental setting to estimate the im-pact that a commonly used performance-related pay scheme had on branch performance in a large distribution firm. The scheme, which is based on the Balanced Scorecard, was implemented in all branches in one division but not in another. Branches from the second division are used as a control group. Our results suggest that the Balanced Scorecard had some impact but that it varied with branch charac-teristics, and, in particular, branches with more experienced managers were better able to respond to the new incentives. I.

decisions. The spectrum of managerial traits ranges from managers ’ gender, riskaversion, education, and childhood experiences to behavioral biases such as loss aversion, confirmation bias, or overconfidence. 1 Much of the literature focuses on chief executive officers (CEOs), given their role as the top

Data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of "build " SBUs but hamper it in the case

Superior value creation in sports teams: Resources and managerial experience

Abstract: Managerial games are named management simulations (both board or computerized versions) and are devoted to support managerial behavior and solving management problems. Through the simulating the managers learn to work in environment being motivation and experience for them. This article

predicted inordinate success; the latter group, however, moderated projections somewhat if prior planning experience had been unsatisfactory. The impor-tance of managerial myopia to considerations of marketing, resource manage-ment, and demarketing is discussed. During the past decade, a number of re