Short-term versus Long-term Impact of Managers: Evidence from the Football Industry
Hughes, Mathew, Hughes, Paul, Mellahi, Kamel and Guermat, Cherif. (2010) Short-term versus Long-term Impact of Managers: Evidence from the Football Industry. British Journal of Management, Vol.21 . pp. 571-589. ISSN 1045-3172Full text not available from this repository.
Official URL: http://dx.doi.org/10.1111/j.1467-8551.2009.00668.x
Studies into the impact of top manager change on organization performance have revealed inconsistent ﬁndings. Using longitudinal data over a 12-year period on football organizations, we test for the short-term and long-term eﬀects of manager change in comparison to the tenures of incumbent top managers. We ﬁnd that long incumbent tenures are associated with performance far above the average. But when looking at change events, contrary to theoretical expectations, we ﬁnd that change in the short term leads to a brief reprieve in poor performance only for performance to deteriorate in the long term as underlying weaknesses once again take hold. Our ﬁndings reveal the illusion of a short-term reprieve and the long-term consequences of this illusion. We map several implications for research and practice from our work.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||British Journal of Management|
|Publisher:||Wiley-Blackwell Publishing Ltd.|
|Number of Pages:||19|
|Page Range:||pp. 571-589|
|Access rights to Published version:||Restricted or Subscription Access|
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