Results 251 to 260 of about 125,653 (304)

Developing managerial talent

European Journal of Training and Development, 2012
PurposeTo examine the association between talent management (TM) and perceived subsidiary performance. Focus is given to the development of one key talent group – line managers – in subsidiaries of multinational corporations (MNCs). Specifically, the paper examines: whether there is a positive relationship between Management Development (MD) and ...
Maura Sheehan
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Managerial talent, pay, and age

Journal of Vocational Behavior, 1971
Abstract The present investigation examines the types of traits managers manifest which firms reward with higher pay, and whether age moderates the relationship between managerial talent and pay. Two hundred ninety-three middle managers, drawn from five large corporations, were assessed on the traits of intelligence, supervisory ability, initiative ...
Jacob P Siegel, Edwin E Ghiselli
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Understanding Managerial Talent

2009
This chapter is about the nature of managerial talent. It specifically discusses the existing findings that explain the very essence of this phenomenon. It reviews the Gallup organization’s study of more than 80,000 great managers worldwide and presents a new theory of managerial talent aimed at understanding the fundamental nature of this phenomenon ...
Larisa V. Shavinina, Marina Medvid
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Working capital management and managerial talent

International Journal of Managerial Finance, 2020
PurposeTalented managers arguably remain quintessential to firm value and performance. While the literature offers evidence for the long-term orientation of talented managers, there is a paucity of evidence on the short-term performance of managers. Here, we examine the relationship between managerial talent and working capital management (WCM).Design ...
Nacasius U. Ujah, Augustine Tarkom, Collins E. Okafor   +2 more
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Marketing Students and Their Managerial Talents

European Journal of Marketing, 1980
Reports on an investigation into the managerial talents of management students who will form the core of the managers of tomorrow. Focuses on talents exhibited by those students majoring in marketing and makes comparisons with students majoring in other areas of management.
D.B. Taylor, B.R. Dixon
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Do Insiders Hire CEOs with High Managerial Talent?

Review of Finance, 2023
Abstract We examine the effect of the composition of the board of directors on the firm’s chief executive officer (CEO) hiring decision. Using a novel measure of managerial talent, characterized by an individual’s ascent in the corporate hierarchy, we show that firms with non-CEO inside directors tend to hire CEOs with greater managerial
Jason D Kotter, Yelena Larkin
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The Coming Shortage of Managerial Talent

Management Education and Development, 1986
An exploratory study which examines managerial and professional motivation and their relationship among business college students was undertaken. The Miner Sentence Completion Scales, hierarchical and professional, were adminstered to measure managerial and professional motivation, respectively, in a sample of business school seniors.
John N. Pearson, Jeffrey S. Bracker
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Managerial Talent and Hedge Fund Performance

SSRN Electronic Journal, 2014
We propose a new measure of managerial skill based on the maximum monthly returns of hedge funds over a fixed time interval and test if this new measure (pMAX) is an indicator of greater managerial talent leading to superior fund performance. We find significant cross-sectional variations and persistence in pMAX.
Turan G. Bali, Stephen Brown, Mustafa O. Caglayan   +2 more
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Managerial Entrenchment and the Market for Talent

The Review of Corporate Finance Studies, 2022
Abstract This paper studies how the nature of managerial skills affects firms’ governance decisions. As required skills shift from firm specific toward more general abilities, replacing an underperforming CEO with an outside hire becomes more profitable for shareholders.
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Offering stock options to gauge managerial talent

Journal of Accounting and Economics, 2005
Abstract Besides the commonly cited reasons for the use of stock options, including motivating employees, conserving cash, exploiting favorable accounting and tax treatment, and retaining managers, we demonstrate a complementary benefit of option-based compensation: options also prove efficient in matching managerial pay to ability.
Anil Arya, Brian Mittendorf
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