TY - GEN
T1 - Star Performers Turned Managers and Organizational Outcomes
AU - Kim, Jongsoo
N1 - Publisher copyright:
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PY - 2017/8/1
Y1 - 2017/8/1
N2 - Using a comprehensive and unique dataset on managers in a professional sport league for the period from 1991 to 2015, this paper investigates the relationship between star performer turned managers and their organizational outcome. Main results show that the existence of a star performer turned manager in an organization is associated with a five percent increase in winning percentage, even when controlling for managerial ability, other managerial experiences, competitors’ attributes, suggesting that star performer turned managers are better managers than other managers who were not a star performer when they were employees. Drawing upon social comparison and self-enhancement arguments, the findings suggest that inspirational role-models effects are one source of their superiority as a manger and the effects on organizational performance is contingent upon the need for self- enhancement, visible, relevance and attainability of the effects. The results are consistent across robustness checks that control for potential selection issues and other endogeneity concerns.
AB - Using a comprehensive and unique dataset on managers in a professional sport league for the period from 1991 to 2015, this paper investigates the relationship between star performer turned managers and their organizational outcome. Main results show that the existence of a star performer turned manager in an organization is associated with a five percent increase in winning percentage, even when controlling for managerial ability, other managerial experiences, competitors’ attributes, suggesting that star performer turned managers are better managers than other managers who were not a star performer when they were employees. Drawing upon social comparison and self-enhancement arguments, the findings suggest that inspirational role-models effects are one source of their superiority as a manger and the effects on organizational performance is contingent upon the need for self- enhancement, visible, relevance and attainability of the effects. The results are consistent across robustness checks that control for potential selection issues and other endogeneity concerns.
KW - inspirational role model effects
KW - social comparison theory
KW - star performer turned manager
UR - https://www.scopus.com/inward/record.uri?eid=2-s2.0-85046448881&doi=10.5465%2fAMBPP.2017.8&partnerID=40&md5=7173576e068a2d5e5e4b8c9fdabede7c
U2 - 10.5465/AMBPP.2017.8
DO - 10.5465/AMBPP.2017.8
M3 - Conference proceeding
SN - 0065-0668
VL - 2017
T3 - Academy of Management Annual Meeting Proceedings
BT - Annual Meeting Proceedings
A2 - Taneja, Sonia
ER -