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The purpose of this study is to explore how managers’ prior experiences as recipients of change influence the organizational changes they then go on to make in their management role.

The study looks at the frequency and total amount of changes using data from Japanese professional baseball teams over the period 1936-2003, using the replacement of core players from year to year in each team as a measure of change. It uses only data from the managers' first post in that role.

The results showed that organizational change is significantly and positively related to the amount of the change managers’ prior experiences as recipients of change but not to the frequency of change. Manager turnover, performance pressure and DH dummy were all significantly and positively related to organizational change, and managers’ tenure negatively related.

The types of change processes experienced by managers may also be relevant, and it is likely to be important to investigate the timing of exposure to change as recipients, whether early after an individual joins an organization or some considerable time after they do so. Also, the particular power relationships between managers and employees may affect their capacity to promote change effectively. It would also be illuminating to replicate this kind of research in different, non-sporting contexts to explore whether or not these findings can be of general significance.

When organizations seek to appoint new managers, they should consider carefully their previous experience of change as recipients. These experiences may have an unconscious impact on change capacity. Because they may be unconscious the management candidates may not mention such experiences at interview, for example, unless specifically questioned about any such experiences. Similarly, they may not mention this in their CV or application unless specifically asked to do so. Considering the amount of change in their prior experience may be more important than the frequency of change which may or may not be important.

The study explores managers’ prior experiences as recipients of change. To the best of the author’s knowledge, this is the first study to analyse the impact of experiences prior to taking up a management post on their subsequent implementation of organizational change as managers. Previous studies investigated managers’ experience after their appointment and its impact on their implementation of change. In contrast the present study focuses on their experiences as recipients of organizational change and how it impacts on their behaviour as managers.

Grounded in upper echelon (UE) theory, this study aims to examine the role of managerial competencies (business experience, financial literacy and digital literacy) in sustainable development strategy, with resource management as a mediator.

The empirical data collection is conducted through a survey completed by 297 top management teams of small and medium-sized enterprises (SMEs) operating in Pakistan. Structural equation modelling in Smart PLS is used to substantiate the hypotheses.

The findings reveal that financially and digitally literate managers significantly contribute to the sustainable development strategies of SMEs. However, experienced managers do not focus significantly on sustainable development strategies. Resource management partially mediates the nexus between financial literacy and sustainable development strategy, as well as between digital literacy and sustainable development strategy. In contrast, resource management does not mediate the nexus between business experience and sustainable development strategy.

This study recommends that SMEs should prioritize managers with digital and financial literacy over those with experience. SMEs led by a management team with digital and financial literacy are more effective in resource management for sustainable development practices, whereas experienced managers may not significantly prioritize managing resources for sustainability.

While research based on the UE theory significantly contributes to the body of knowledge on sustainable development, the role of managerial competencies, particularly business experience, financial literacy and digital literacy, in sustainable development strategy via resource management is neglected. This research fills this gap in the context of UE theory and thereby enriches the literature.

The purpose of this study is to examine how trends in historical data influence two types of predictive judgments: territory selection and salesperson hiring. Sales managers are confronted frequently with decisions that explicitly or implicitly involve forecasting with limited information. In doing so, they conceptualize how the magnitude of these trend effects may be affected by the experience managers have in making these types of judgments. Study 1 provides evidence of a curvilinear relationship between experience and reliance on the trend data whereby the sales territory selections of novice sales managers exhibited greater susceptibility to informational trends than did the evaluations of naïve and expert decision-makers. A benchmark analysis in Study 2 further revealed that the salesperson selections made by novice and expert sales managers were equally biased, albeit in opposite directions, with novices overweighting and experts underweighting historical performance trends. Implications of these findings are discussed, as are avenues for future research.

The authors employ an online experimental design methodology of practicing managers. For Study 1, they use regression, whereas Study 2 uses a deterministic process to develop a priori predictive benchmark forecasts. Ordinary least squares is then used to estimate manager’s decisions, which are then compared to the predictive forecasts to determine accuracy.

Study 1 provides evidence of a curvilinear relationship between experience and reliance on the trend data whereby the sales territory selections of novice sales managers exhibited greater susceptibility to informational trends than did the evaluations of naïve and expert decision-makers. A benchmark analysis in Study 2 further revealed that the salesperson selections made by novice and expert sales managers were equally biased, albeit in opposite directions, with novices overweighting and experts underweighting historical performance trends.

The present inquiry is the first to provide insights into an important issue that has been the subject of equivocal findings, namely, whether experience in a judgmental domain exerts a facilitating or debilitating effect on sales manager decision-making. In this regard, some research supports the intuition that experience in making a particular type of decision can insulate managers from judgmental bias and, in doing so, improve decision quality (see Shanteau, [1992a] for a summary). In contrast, other work provides a more pessimistic view by demonstrating that the quality of decision-making is either unaffected by or can erode with additional experience (Hutchinson et al., 2010). To help reconcile these conflicting findings, the authors presented and tested a theoretical framework conceptualizing how trends may influence predictive judgments across three levels of decision-maker experience.

This paper aims to investigate the role of university business incubator managers as drivers of the training and advice given to academic incubatees. Based on the institutional logics approach, the current paper proposes that the dominant logic, academic versus commercial, determines the degree of emphasis on personal assistance, business assistance and networking training.

To test the proposed hypotheses, data were collected from 93 incubation programmes from Spanish and Dutch universities through questionnaires addressed to their respective managers, as well as clients.

The results indicate that the greater the managers’ experience in the business and entrepreneurial world, the greater the fostering of personal and business assistance and networking activities in the incubator. Managers lacking an entrepreneurial profile weaken incubatee access to other business networks and prove less efficient in business training.

This research makes a contribution to the study of university incubatees, showing that managers can be involved in different institutional logics, whether they be academic or commercial, and that the dominant logic determines the activities promoted and, consequently, the success of the incubation process. Business and entrepreneurial experience is key to instilling business logic in incubatees together with the training and assistance they require.

Prior research identified conflicts in implementing performance measurement systems that include both financial and non-financial measures. Attempts to incorporate non-financial measures, for example, balanced scorecards (BSCs), have shown short-term success, only to be replaced with systems that rely on financial measures. We develop a theoretical model to explore evaluators’ choice and use of the most important performance measurement criterion among financial and non-financial measures.

Our model links participants’ prior evaluation experiences with their attitudes about relative accounting qualities and with their choice of the most important performance measure. This choice subsequently affects their evaluation judgments of managers who perform differentially on financial versus non-financial measures.

Experimental testing of our structural equation model indicates that it meets the accepted goodness of fit criteria. We conclude that experience has an influence on choice of performance measures and on decision heuristics in making such evaluations. We suggest that an “experience gap” must be considered when deciding which performance metrics to emphasize in scorecards or similar performance reports. We analyzed four accounting qualities, importance, relevance, reliability, and comparability and found that importance, relevance, and reliability have strong effects on how managers prioritize and use accounting measures.

We conducted our study in a controlled, experimental setting, including participants with diverse experiences. We provide direct evidence of participants’ experience and attitudes about the relative accounting qualities of financial and non-financial measures which we link to their choice of the most important performance measure. We link this choice to their performance evaluations.

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.

Mental health conditions such as depression are prevalent in working adults, costly to employers, and have implications for legal liability and corporate social responsibility. Managers play an important role in determining how employees’ and organizations’ interests are reconciled in situations involving employee mental ill-health issues. The purpose of this paper is to explore these situations from the perspective of managers in order to develop theory and inform practice in workplace mental health promotion.

Semi-structured interviews were conducted with 24 Australian managers who had supervised an employee with a mental health issue. Interview transcripts were content analyzed to explore themes in managers’ experiences.

Managing an employee with a mental health issue involves becoming aware of the issue, taking action to understand the situation and develop an action response, implementing the response and managing the ongoing situation. Each of these tasks had a range of positive and negative aspects to them, e.g., managing the situation can be experienced as both a source of stress for the manager but also as an opportunity to develop greater management skills.

Understanding line managers’ experiences is critical to successful implementation of HR policies regarding employee health and well-being. HR strategies for dealing with employee mental health issues need to consider implementation support for managers, including promotion of guiding policies, training, emotional support and creating a psychosocial safety climate in their work units or teams.

The insights gained from this study contribute to the body of knowledge regarding psychosocial safety climate, an emergent theoretical framework concerned with values, attitudes and philosophy regarding worker psychological health. The findings also have important implications for strategic human resource management approaches to managing mental health in the workplace.

Drawing on insights from change experience research, the purpose of this paper is to examine the influence of managers’ experiences, as change recipients, on organizational change implemented by the managers.

Since the Japanese sports context fits well with the aims of this research, longitudinal data of Japanese baseball are used to test the hypotheses. The data set was created using resources such as books published by Japanese baseball institutions. Following previous research, teams are regarded as organizations, and the number of changed players in teams per year is considered. The hypotheses have been tested using regression analysis on a yearly basis.

Managers’ experiences as change recipients are an essential determinant of organizational change. The findings show that the amount of change these managers experience is associated with the magnitude of organizational change they implement. Past change experiences in each organization positively moderates this relationship.

Previous studies examined managers’ experience after their appointment, and showed its influence on organizational change. However, scarce research examines the effect of managers’ experiences as change recipients on the organizational change they implement. Thus, this is the first study to analyze and test the effects of such experiences on organizational change.

Describes research into managers′ experiences of significant organizational change attempts. The research project was aimed at developing frameworks which: describe, illuminate and enable a better understanding of managers′ journeys through organizational change; serve as a template for bringing together the very diverse and fragmented literature relating to individuals experiencing change; highlight issues and pointers for the design and facilitation of effective organizational change initiatives. The first part describes the context, spirit, intentions, sample and methodology of the research. Also, reviews a broad range of literature which can inform our understanding of individuals in change. Propounds the need to open up the “real world” of organizational change, as perceived and experienced by managers, rather than any “ideal” view of how that world is desired or supposed to be. Presents and discusses research findings on the sensed and initiating “primary” triggers for change‐that is, the formal and communicated organizational change objectives; and the perceived and felt “secondary” triggers for change‐that is, the issues raised by, and the implications of, the organizational changes for individual managers. The second part presents a framework depicting the phases and components of managers′ journeys through organizational change. On the framework, the experience of managers can be located, in terms of their thoughts, feelings and behaviours, as the processes of change unfold. While each manager′s journey was found to be unique, the framework proved to be ubiquitous in enabling the mapping of all the managers′ journeys, and it also accommodates literature on phenomena as diverse as learning, personal transition, catastrophe and survival, trauma and stress, loss and “death”, and worry and grief. The findings emphasize the profoundness and deeply felt emotionality of many managers′ experiencing of change in organizations. Finally, identifies the outcomes of managers′ journeys through significant attempts at organizational change. Also presents the reported helping and hindering factors to those journeys. Implications of these findings are pursued, particularly in terms of the leadership and development roles and behaviours required, if the organization and its management are to move beyond simply requiring change towards actively facilitating its achievement.

This chapter examines how structural factors related to gender, managerial level, and economic sector could impact the level of experienced person/role conflict in management based on a representative survey conducted among managers in Norway. Person/role conflict appears relevant for understanding emotions in organizations and is linked with emotional dissonance and emotional labor through theoretical and empirical considerations. Our findings reveal that the effect of gender remains significant when controlled for economic sector and managerial level. This indicates that experienced person/role conflict can be partially caused by perceived incongruity between internalized and gender role-related expectations as well as managerial role-related expectations.