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The purpose of this paper is to assess the country-level drivers of managers' and executives' mobility. Both sub-groups play a fundamental role in entrepreneurship, innovation and ultimately on wealth creation in destination countries. The objective is to capture how the impact of economic, cultural and institutional factors differ for these sub-groups’ vis-a-vis the broad highly skilled group's mobility.

The paper investigates the country-level drivers of managers' and executives' bilateral migration from 190 countries to 32 Organisation for Economic Co-operation and Development (OECD) countries. It builds a model on four macro-contextual attractiveness factors of destination countries: economic conditions, cultural affinity, institutions and quality of life. The authors use fixed-effects regressions and carry several model specifications comparing the impact of different attractiveness factors on the migration of lower skilled, highly skilled, managers and executives.

The authors find that economic incentives do not motivate managers' or executives' mobility. The quality of life is more significant in driving executives' mobility than economic measures are. Cultural affinity, institutions and quality of life are more important for managers. Ethnic relations are significant for the overall highly skilled sample.

These results have implications for global companies interested in recruiting managers and executives and their recruitment strategies. International businesses attempting to maximize their access to international managers, for instance, can develop recruitment packages that capitalize on the particularities of the quality of life of the potential destination country. Such packages can contribute to streamlining the process and focusing on candidates' needs to increase the likelihood of relocation. The study’s results, in addition, have policy implications in terms of the “branding” of countries whose aim is to attract managers and other highly skilled talent. Officials can build an effective country-branding strategy on the existence of ethnic networks, effective institutions and quality of life to attract a particular segment of the talent pool. For instance, they can develop a strategy to attract executives by focusing on a specific cultural characteristic and elements of the quality of life such as the effectiveness of their country's healthcare and education systems.

The paper also points out to the issues that policymakers must resolve in the absence of an education system that guarantees the talent pool that the economy needs. For those countries that rely on foreign talent (such as Switzerland, Singapore and the USA), it is paramount to promote safety, quality of life and institutional development, in order to guarantee a sufficient inflow of talent.

Most global studies focus on the complete migrant stock or on highly skilled workers in particular. The authors disaggregate the sample further to capture the drivers of managers' and executives' migration. The authors find that latter sub-groups respond to different country-level attractiveness factors compared to the broader highly skilled sample. In doing so, the authors contextualize the study of mobility through a positively global lens and incorporate the impact of some of the factors generally overlooked.

This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives.

By combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions.

This study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover.

By employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.

The purpose of this study is to examine the relationship between the corporate social responsibility (CSR) performance of job-hopping executives at their former and subsequent firms.

We conduct regression analyses using a sample of firms listed on the Shanghai and Shenzhen Stock Exchanges from 2010 to 2020 to examine whether CSR performance is similar from one firm to the next as executives switch jobs.

We find a positive relationship between the CSR performance of former and subsequent firms under job-hopping executives. This relationship is the strongest in the year of the job switch; it weakens in the second year and eventually disappears in the third year. In addition, we show that this relationship benefits different CSR stakeholder groups and is contingent on executive and subsequent firm attributes and job-hopping characteristics. Furthermore, we demonstrate that firms that hire a new chief executive officer from a firm with a strong track record in CSR, the new firm experiences a significant surge in CSR performance compared with firms that do not experience such a shock.

This study has implications for executive hiring decisions.

This study extends the understanding of CSR determinants through the lens of inter-organisational ties associated with job-hopping executives.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Investigates CEOs and their pay along with the various scandals attached to the company position. Urges more transparency with regard to directors’ pay to ease tension among other workers. Looks at how CEOs seemed to stay long‐term at companies before being lured away to rival companies for higher salaries in some cases.

This paper aims to focus on the development of senior leaders within Abbey, part of the Santander Group. A strong leadership pipeline is essential to feed the succession plans into the executive roles; it is a critical strategic goal to ensure the continued health and strength of the bank. The paper aims to examine the introduction of a development and mobility process designed to achieve this goal and maximise the internal talent at the senior leader level (the “Band D” population).

The paper describes the six stages of the Band D development and mobility process. It covers how each stage is implemented within the organisation, from one‐to‐one interaction with line managers, through to the provision of targeted development opportunities. It explores the critical vehicle of the development and mobility committee; in which Band D leaders are individually “presented” by a sponsoring director. The potential outputs of the committee include on‐job and formal development opportunities and functional or geographic role moves across the bank. The paper also examines the critical next steps.

The paper highlights the qualitative successes of key elements of the new process. It also shows how the process is tracked through key performance indicators to measure the link between the investment and the delivery of tangible business benefits.

The paper gives a practical insight into a structured process for developing talent.

Managerial job changing is becoming an increasingly important issue in managerial careers. Due to reasons such as global competition, mergers, acquisitions, corporate downsizing, and cost‐cutting, fewer executives believe that the organisations that they start their careers with will be the organisation that they retire from. Executives who changed jobs in 1987 through five worldwide executive search firms reported their expectations about job change (Worldwide Executive Mobility, 1988). Of the less senior executives, about three‐fourths expected to change companies again within the next ten years. Salary was one potential outcome for these managers. The median raise associated with a job change was about thirty per cent. Advancement was another possible outcome. Top executives had typically held five different jobs and had worked for three different companies in the previous fifteen years. Increased job responsibility was also a potential outcome, although for some job changers job responsibility decreased. A third of U.S. executives changed jobs without changing titles but a third of those who changed job titles moved to jobs of a lower rank. Forty‐three per cent of managers outside the U.S. changed jobs without changing job titles and a quarter of the job title changes were to lower rank.

This study aims to elucidate the role of social ties in facilitating the career progress of senior officers within public companies in an emerging market.

The authors followed the career track of 2,151 senior officers serving on management and supervisory boards of Polish public companies. The authors used multivariate econometric modeling to investigate the factors shaping their career progress.

The authors document an increasing impact of officers’ social networks on the likelihood of assuming multiple consecutive senior positions. It takes progressively less time for incumbent senior officers to find a subsequent/concomitant board position with a network of social ties from prior workplaces facilitating career progress and prior experience being negatively associated with multiple positions. Officers’ social ties at the senior level are also shown to be positively associated with total compensation and with the likelihood of cross-industry career transition in both executive and supervisory roles.

Social network appears to play a more salient role in accelerating careers of supervisory board members even though executives also benefit therefrom. Finally, the network of social ties with former or incumbent supervisory board members exercises a more pronounced positive impact on career progress than ties with former or incumbent executives.

This study seeks to examine aspects of social class associated with British public accountancy immigrants to the USA prior to the First World War. The study's specific purpose is to investigate the social mobility and fluidity associated with these élite immigrants in the early history of US public accountancy.

The paper is informed by previous studies of both social class and élite immigration and uses biographical data describing 395 British chartered and incorporated accountancy immigrants entering the USA between 1875 and 1914. Data analyses describe social mobility and fluidity based on the recorded occupations of these élite immigrants.

Despite their élite status, the immigrants experienced inter‐generational downward mobility immediately post‐migration. The evidence also indicates inter‐generational and intra‐generational upward mobility for immigrants settling in the USA and for those who did not settle there. The study further reveals evidence of social fluidity associated with both settlers and non‐settlers.

The study suggests that immigration to the USA did not immediately improve the occupational status of British public accountants who settled there. Nor, compared to those who did not settle in the USA, was it necessarily a more advantageous career path to improved occupational status. The study adds to existing knowledge of British accountants in the early US public accountancy profession and, more generally, to that of social mobility associated with immigration of the period.

The study is significant because it provides knowledge of social mobility and fluidity associated with élite immigrants and contributes to the social history of British accountants in the early development of US public accountancy.

This chapter estimates a dynamic reduced-form model of intra-firm promotions using an employer–employee panel of over 300 of the largest corporations in the United States in the period from 1981 to 1988. The estimation conditions on unobserved individual heterogeneity and allows for both an endogenous initial condition and sample attrition linked to individual heterogeneity in demonstrating the relative importance of variables that influence promotion. The role of the executive’s functional area in promotion is considered along with the existence and source of promotion fast tracks. We find that while the principal determinant of promotions is unobserved individual heterogeneity, functional area has a high explanatory power, resulting in promotion probabilities that differ by functional area for executives at the same reporting level and firm. No evidence is found that an executive’s recent speed of advancement in pay grade has a positive causal impact on in-sample promotions after conditioning on the executive’s career speed of advancement, except for the lowest level executives the data. Fast tracks appear to largely result from heterogeneity in persistent individual characteristics, not from an inherent benefit in recent advancement itself.