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This paper demonstrates that the alternative data of manager turnover can provide investors and policymakers with a more timely and available predictor of new firm performance beyond the traditional financial information. This paper constructs a comprehensive alternative dataset of manager turnover that covers a near-population sample of new firms in the United Kingdom. It shows that manager departures and appointments can predict new firms' survival and growth, even after controlling for firm financials. In addition to the within-firm prediction, the average manager turnover in other firms of the same industry can cross-predict individual firm performance. The within-firm prediction is more pronounced for non-family firms, smaller firms and firms incorporated during or after the Great Recession, and the cross-firm prediction is stronger for younger firms. This paper sheds light on the power of alternative data in the prediction of firm performance, particularly for new firms that often do not have available information. [ABSTRACT FROM AUTHOR]

This study uses a sample of bankrupt firms in South Korea to reexamine the effect of manager retention on a firm’s post-bankruptcy performance, with a particular focus on the attributes of retained managers. Prior studies did not clarify whether a lack of ability of the retained manager or their self-serving behavior contributes more to a firm’s poor post-bankruptcy performance. Our results show that firms that retain their pre-bankruptcy managers are more likely to experience poor post-bankruptcy firm performance than those that replace incumbent managers, possibly because of the lack of ability of the retained managers rather than their self-serving behavior. [ABSTRACT FROM AUTHOR]

This paper examines the relationship between board holdings, compensation and the turnover of underperforming mutual fund managers. Previous studies find that some fund managers consistently underperform their peers over long periods of time. The presence of these consistent underperforming funds might be partially explained by ineffective monitoring whereby board interests are not aligned with those of shareholders. Based on 2003 data collected from 606 mutual funds, our results provide evidence that underperforming fund managers have a lower probability of being replaced when their boards have lower holdings and higher compensation. [ABSTRACT FROM AUTHOR]

Reflecting culture's governance of pan-individual perception, behaviour, and performance (Krane & Baird, 2005), recent work has begun to explore how high performing cultures can be created and sustained in elite sport performance teams (cf. Collins & Cruickshank, 2012; Cruickshank & Collins 2012a; Cruickshank & Collins, 2012b; Cruickshank, Collins & Minten, 2013a; Fletcher & Arnold, 2011; Lee, Shaw & Chesterfield, 2009). However, as this culture change process is still establishing itself in academic and professional spheres, there is a need to clarify and underline the construct's explicit focus, nature, and value. Accordingly, this paper provides a synopsis of elite team culture change's unique conceptual underpinnings, including its demarcation from current constructs in group dynamics (cf. Beauchamp & Eys, 2008) and organisational sport psychology (cf. Fletcher & Wagstaff, 2009), before also summarising the key theoretical and applied implications to emerge from its study to date. Finally, to stimulate the continued and optimal development of research and practice in this bespoke area, some notable future challenges are also identified. [ABSTRACT FROM AUTHOR]

This research examines the impact of manager turnover on firm performance using information from the Dutch soccer league in the period 1986-2004. The main advantage of using sports data is that both manager characteristics and decisions and firm outcomes are directly observable. Both difference-in-difference and 2SLS estimates suggest no statistically significant improvements in performance after manager turnover, whereas previous research based on publicly traded firm data has found positive but very small effects of manager turnover on performance. The estimates confirm previous research using soccer data. In addition, estimates suggest that manager quality does not seem to matter in predicting turnover. These estimates are compared and contrasted with studies using publicly traded firm data and studies using soccer data. [ABSTRACT FROM AUTHOR]

This study examined the relationship between hospitality student work aspect preferences and work aspect reinforcement patterns in 5 foodservice career paths: fine dining, casual dining, quick service, catering and banquets, and institutional. Survey data were collected from 421 students and 144 industry managers. Students rated job security, self development, and friendly co-workers as important work aspects; industry managers rated management, self development, and physical activity as aspects reinforced. Students with an interest in quick service or casual dining had work aspects most closely matched to their industry segment; students with an interest in fine dining were least closely matched to their industry segment. Foodservice operators should analyze if and how they can better match preferences of future managers to raise job satisfaction levels and reduce managerial turnover levels. [ABSTRACT FROM AUTHOR]