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This study aims to focus on three types of team faultlines (separation-based faultlines, variety-based faultlines and disparity-based faultlines) and discuss the different ways through which their configurational properties (faultline strength and faultline distance) affect team performance.

The authors adopted panel data regression analysis to test the model. Panel data of Chinese provincial party-government top cadres teams that covers 30 provincial areas from 2007 to 2012 were collected for data analyses.

The results revealed that separation-based faultline strength was negatively related to team performance, variety-based faultline strength had a U-shape relationship with team performance and disparity-based faultline strength had an inversed U-shape relationship with team performance. In addition, separation-based and disparity-based faultline distances served as moderators enhancing the curvilinear relationship between faultline strength and team performance. Notably, variety-based faultline distance failed to exaggerate the U-shape relationship between variety-based faultline strength and team performance; however, the relationship changed based on different levels of variety-based faultline distance.

This study discussed team configurations based on three types of faultlines by comparing differences between team configurations reflected by diversity and faultline strength. Settled in Chinese political context, this study empirically tested the interaction effects between faultline strength and distance on team performance.

The findings from a number of studies conducted at Cranfield School of Management exploring executive succession, are presented. Five critical considerations for executive succession are identified. These are, the need to respect context, effectively managing the dynamics of top teams, being realistic about the transition experience, and hiring search consultants who challenge and establishing a cadre platform.

This study explores configurations that promote the development of collective economies in China's rural villages and reveals the multiple development pathways that otherwise remain relatively unexamined in the literature.

The authors obtained first-hand representative case data from 20 villages in 12 counties in 5 provinces in East, West and Central China via fieldwork and applied fuzzy set qualitative comparative analysis (fsQCA) to conduct a configurational comparative study of the development of village collective economies.

This paper identifies five factors in the current literature that affect the development of village collectives, based on an “entrepreneur–situation” analytical framework. Using the fsQCA method, this study further obtains two main configurations of conditions that culminate in the growth of rural collective economies in China. The first solution is the “top-down path”: When entrepreneurial leadership (EL), resource endowment (RE) and government assistance (GA) are present, a village collective economy will experience a high level of development, irrespective of policy support (PS) and villagers' participation (VP). The second solution is the “bottom-up path”: When EL, VP and PS are present and GA is not present, a village collective economy will experience a high level of development, irrespective of RE. In both situations, EL stands out as the core condition for the development of village collective economies, implying the need for the government to vigorously cultivate the entrepreneurial skills and aspirations of village cadres.

Taking a configurational perspective and using an fsQCA approach, this research constructs an “entrepreneur–situation” analytical framework to investigate the key combinations of factors and pathways involved in the high level of development of Chinese village collective economies.

Purpose – This chapter provides the reader with a discussion of a peer-conferencing component, called “cadre conferencing,” which was incorporated into undergraduate and graduate reading clinics. University students were placed into cadres based on the grades of the children they were tutoring. Cadres met during scheduled class time to discuss assessments, strategies, and materials.

Design – Graduate and undergraduate students were asked to provide feedback about the cadre conferencing model. They identified what they liked about the peer conferencing and what changes they would make. The feedback was used as a way for the faculty member to evaluate an instructional change in existing courses.

Implications – Both graduate and undergraduate students reported benefits to the cadre conferencing component. Graduate students were in-service teachers who reported that they benefited most from sharing ideas about strategies and materials. Undergraduate students reported that they benefited from sharing ideas, but also from the personal support they experienced from members of their cadre. Both groups recommended that cadre conferencing continue to be included in the two courses.

Practical and social implications – Observations of the cadres in their meetings and feedback from a course survey indicate that peer conferencing can be a powerful tool for groups of educators. The model would transfer best into programs that are designed to include shared decision-making and peer collaboration. Schools that adopt a professional learning communities model or team-teaching approach could integrate the cadre conferencing into their existing group structures.

The 1990s literature portrays the corporate personnel/HR function as in decline due to the decentralisation and delayering of large organisations. As a result personnel’s presence on boards of directors and participation in the formation of corporate business and HR strategies cannot survive. This paper challenges this view arguing that strategies do not originate at main board of director level but at the CEO executive group level in most cases. Research has shown the personnel/HR function’s involvement at this level to be higher than on main boards. Other recent evidence has accorded personnel a higher strategic role in MNCs, especially regarding the staffing and development of an international cadre of managers. This evidence however supports the view that personnel’s corporate presence declined from the mid 1980s to the mid 1990s before picking up, whereas the paper’s argument favours a steady growth thesis from the early 1970s. Additionally the dominant perspective contains an overly top down view of strategy formation whereas this paper argues for a counter‐balancing bottom up influence on strategy formation.

Bases its findings on the results of a survey of 168 top level managers in French organizations. Demographic variables, behavioural characteristics and measures of business impact have been linked in order to discover whether organizational infrastructure concerns, educational achievements of top management, or the behaviour of top management, or a combination of these, influence the business performance of French private sector organizations. The results show that the level of qualification attained does not indicate whether French senior managers will perform effectively, nor is the configuration of organization structure significant for effective management. Crucial, however, are the attitudes and behaviour of senior managers, who are identified as significantly impacting on group and organizational performance. Considers that four areas of management development are pertinent to the continued growth and development of French senior managers, namely enhancing the ability to respond positively to feedback, enhancing interfacing skills, effective use of consultants and assisting managers to be high achievers.

This article provides a plain language commentary on the distributive equity structure of the English Premier League (EPL) with the aim of introducing sport business practitioners to a foundational challenge facing professional leagues as they grow financially with market opportunities, namely financial inequality between clubs.

Introducing and discussing data from seasons 2009/10–2018/19, the article reveals that despite maintaining a consistent distribution of the EPL prize fund over time, the financial imbalance within the league has grown throughout the period.

The EPL's financial distributive equity is exacerbated by growing imparity in the acquisition of sponsorship revenues, the distribution of broadcasting revenues and the implications of policies concerning financial fair play and parachute payments, leading to a problematic differential in the talent distribution and win–wage relationship experienced by the top six teams and the remainder.

The EPL's market-driven continuation of its revenue allocation policies has led to a broadening financial imbalance, in favour of the top clubs, which could paradoxically undermine the financial security of the teams and league. Sport business practitioners should be familiar with this fundamental challenge for sport leagues that accompanies financial growth.

Whilst the percentage difference in prize fund allocation between top and bottom clubs appears minor, there is a significant financial variation across the league, primarily due to the large increase in broadcasting income. This is compounded by positive feedback via the relative dominance of the top six clubs receiving the larger share allocated to higher finishing teams.

This paper aims to outline the steps and process used by the American Cancer Society, a not for profit organization, when creating and implementing an internal coaching capacity.

The paper examines in detail the design, implementation, successes, and key learning points of the creation of an internal coaching program.

Organizations can build an internal coaching capacity utilizing current talent and limited external resources to benefit the development of targeted staff.

The paper details steps to build a coaching cadre.

The paper provides an alternative to buying coaching for an organization and outlines the multiple benefits to building an internal capacity.

The purpose of this paper is to explore suzhi requirements and expectations to double-shouldered academics as middle-level cadres (双肩挑处级干部) in a Chinese higher education institute (HEI) as an initial step to examine the interplays between suzhi requirement and expectations and organizational operational mechanism in the Chinese context.

The study adopted an exploratory single-case approach for the study. In this study, 22 participants composed of middle-level cadres, other stakeholders at the university, college/department and business unit levels were interviewed.

Suzhi requirements for the cadres followed the Communist Party of China’s (CPC) guideline, the required de, neng, qin, ji and lian (德, 能, 勤, 绩, 廉) was abstract and vague. With the parallel systems, the CPC and administrative lines, there were discrepancies between the CPC required suzhi and those expected by the stakeholders. A social phenomenon, “official rank-oriented standard” (ORS, guan ben wei, 官本位), was found significantly intertwining with the self suzhi expectation of the cadres, unveiling a more complex dynamics than most research reported for the Chinese public sector organizations (PSOs).

With the initial qualitative findings unveiling suzhi as an organizational construct, this study informs future empirical research in the indigenous suzhi phenomenon in organizational setting. The conceptualized results of our study offer new insight for future indigenous Chinese management research in all PSOs including state-owned enterprises (SOEs).

As an initial step, this study endeavored to explore suzhi as an organizational construct in a Chinese HEI. The paper contributes to the literature by unveiling the complexity of PSOs in the interplays of dual management systems and ORS coupled with dual-role suzhi requirements for the cadres.

CEOs facing the challenge of stimulating innovation must select one or more champions to entrust with that critical mission. Selecting the right manager who will have the leadership skills, charisma and determination to lead a major innovation initiative is one of the most important decisions a CEO has to make. But innovation comes in many different varieties – new product category, new business model, improved customer solution, improved product, process or service offering. So it's appropriate to also ask, “Is a different leadership profile needed for each particular type of innovation?” And also, “How do we choose the best person to lead a particular innovation effort?”

The question, “What qualities does our innovation initiative leader need?” can be addressed in four steps: define innovation leadership and offer a simple classification of innovation leaders based on the focus of their contribution; suggest a broad typology of innovation that reflects both the strategic objectives pursued and the way innovation occurs; describe a number of broad leadership imperatives implicit in each generic innovation effort; and identify some key leadership skills, qualities and styles required for success in each generic type of innovation effort.

This article defines four generic innovation strategies with distinct leadership imperatives. Each of these four strategies requires a different emphasis by management in at least four areas: enabling process, organizational mechanism, cultural trait and people profile.

Based chiefly on the author's lengthy experience. Needs analytic study.

Explains why top management plays the vital role of hiring the right people to manage each kind of innovation effort. Shows how to match specific types of innovation projects with executives with specific skill sets. By starting with a classic typology of innovation according to its objectives, scope, intensity and boundaries, it defines four generic innovation strategies with distinct leadership imperatives.

Shows why top management must fully understand the importance of matching the skills of innovation leaders with the specific tasks and roles they will face in specific situations. Ultimately, it is up to top management to ascertain that it has the necessary cadre of innovation leaders with profiles matched to the company's innovation efforts.