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This paper examines the impact of corporate reputation capital on employees' career progression in the case of inter‐organizational transitions. A proprietary database that contains career history data on professionals, managers and executives in the financial services industry is used to test the hypotheses. The paper finds that reputation capital is most strongly determined by organization size, not operational efficiency. Reputation capital is an important predictor of the size of the promotions that employees receive as they change organizations, and may signal underlying individual capabilities and performance. Further, employees are willing to forgo a promotion in order to be able to join organizations with high reputation capital.

In recent years separate bodies of literature on vacancy notification and employee mobility have evolved for Migration and Human Resource Management specialisms. Whilst the foci of these investigations have had much in common, examination of the literature suggests that many authors appear to have limited knowledge of the work undertaken outside their specialism. Concentrates on those two aspects of the recruitment process where integration of the literature is likely to be of most benefit: vacancy notification and subsequent employee mobility. Compares and contrasts the specialisms′ approaches to examining the recruitment process and highlights a series of issues where knowledge and understanding of how these aspects of the labour market operate is limited. These include the use of information channels, the impact of labour market factors on employee mobility and the ability of incentives to overcome employee inertia.

To examine why most Lean transformations achieve only modest favorable results, despite years of effort.

Comparative/evaluative discussion of efforts made by senior managers to implement the Lean management system, with commentary on a published example.

Presents common obstacles and identifies common implementation errors that must be avoided in order to realize the full benefits of the Lean management system.

Illustrates the ease by which Lean transformation efforts can lead to less desirable outcomes when senior managers fail to fully grasp the implicit and explicit aspects of both task and behavioral elements of a new management system.

Provides specific suggestions that will enable senior managers and organizations to achieve improved outcomes.

Identifies numerous common errors made by senior managers, the rationale for why the errors have occurred, and suggests improvements for implementing the Lean management system.

Companies can pick the right CEO from the line‐up of candidates if they know what to look for.

In the last three years British firms have considerably increased their recruitment of executives from outside the company, but have found that virtually all methods have major drawbacks. However over the next few years many companies are hoping to improve their internal recruitment procedures, which will lessen their dependence on external sources such as newspaper advertising and recruitment consultants. These external sources will be operating in an even more competitive environment.

There is an increasing realisation that managerial and professional staff play a crucial role in determining the success of the organisations which employ them, whether in the private or the public sector. Hence there is a growing concern with the quality and development of such staff. A detailed study of these important occupational groups, which was funded by the Economic and Social Research Council (ESRC reference F/00/23/00 98) was recently conducted by the authors. Although focused on Britain, the research is linked with parallel studies being undertaken in the US, Australia, New Zealand, Japan and several other European countries. The broader international study will be published within the next year as Roomkin, M. (Ed.), The Changing Character of Managerial Employment: A Comparative View Oxford, University Press, New York and Oxford. The demographic and educational trends which relate to managerial and professional employees, their careers and other aspects of the management of such human resources are discussed. The remuneration of managerial and professional staff, their unionisation and their role in the wider society are then considered.

This study aims to raise the issue of the president as the intellectual leader of the university in that they are the voice of the importance of the Humanities, both in inclusion and diversity measures, in decolonizing the curriculum and recognizing the importance of teaching life skills to students.

Discussion focuses on unrealistic workloads of university and college presidents which have engendered a move away from the president as central to the academic mission. It is drawn from the author's 30 years of service in senior leadership posts at institutions, very diverse in their scope, size and mission.

No matter how much data is produced in support of the importance of the Humanities to the mission of the undergraduate degree, support continues to decline. Because we are all enmeshed in the sound bite approach, perhaps we can take back the narrative through organizations, social media outlets, but mostly to install presidents as the intellectual leadership of the institution.

The author’s perspectives are those having served a variety of institutions over time in senior-level positions, including vice-presidential support to presidents, but also from the experience of being a university president.

The purpose of this paper is to explore the ways in which gender is “done” in executive search. The authors uncover how the ideal candidate for top management is defined in and through search practices, and discuss how and why women are excluded in the process.

The study is based on in‐depth interviews with male and female Austrian, Finnish and Swedish executive search consultants. The authors study the ways in which consultants talk about their work, assignments, clients, and candidates, and discern from their talk descriptions of practices where male dominance in top management is reinforced.

The ways in which gender is “done” and women are excluded from top management are similar across socio‐cultural contexts. In different societal conditions and culturally laden forms, search consultants, candidates and clients engage in similar practices that produce a similar outcome. Core practices of executive search constrain consultants in their efforts to introduce female candidates to the process and to increase the number of women in top management.

The study is exploratory in that it paves the way for more refined understandings of the ways in which gender plays a role in professional services in general and in practices of executive search in particular.

Unmasking how gender is woven into the executive search process may provide openings for “doing” gender differently, both for consultants and their clients. It may serve as a catalyst for change in widening the talent pool for top management.

Research on gendered practices in executive search is extremely rare. The study provides new insights into this influential professional practice and its outcomes.

Examines the characteristics and structure of executive recruitment consultancies in France. Search consultants recruit through “head‐hunting” while selection consultants recruit through advertising. These consultancies play an important part in the market for executive recruitment. The nature of the product has implications for the behaviour of the consultancies and the structure of the industry. There is little or no price competition in the market; instead there is a reliance on non‐traditional non‐price competition. There are two factors which have affected the industry: the recession, which has led to changes in the focus and role of the consultancies; and the creation of the Single European Market, which has led to the increasing internationalization of business.

Discusses how executive search has become the preferred recruitment method for many organizations where top management skills are in very short supply. To attract and retain the best individuals, the human resource specialist must understand how a “headhunter” undertakes a search, and how their support and direction can signficantly influence the successful outcome. The search process is followed from agreeing a brief, through selecting the search consultant, to negotiating an appointment. Presents a new perspective on the search process, with a view to dispelling some of the mystique which limits the effectiveness of organizations’ own input for their key appointments.