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Short-term versus Long-term Impact of Managers: Evidence from the Football Industry

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Short-term versus Long-term Impact of Managers: Evidence from the Football Industry. / Hughes, Mathew; Hughes, Paul; Mellahi, Kamel et al.
In: British Journal of Management, Vol. 21, No. 2, 01.07.2009, p. 571-589.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Hughes, M, Hughes, P, Mellahi, K & Guermat, C 2009, 'Short-term versus Long-term Impact of Managers: Evidence from the Football Industry', British Journal of Management, vol. 21, no. 2, pp. 571-589. https://doi.org/10.1111/j.1467-8551.2009.00668.x

APA

Hughes, M., Hughes, P., Mellahi, K., & Guermat, C. (2009). Short-term versus Long-term Impact of Managers: Evidence from the Football Industry. British Journal of Management, 21(2), 571-589. https://doi.org/10.1111/j.1467-8551.2009.00668.x

Vancouver

Hughes M, Hughes P, Mellahi K, Guermat C. Short-term versus Long-term Impact of Managers: Evidence from the Football Industry. British Journal of Management. 2009 Jul 1;21(2):571-589. doi: 10.1111/j.1467-8551.2009.00668.x

Author

Hughes, Mathew ; Hughes, Paul ; Mellahi, Kamel et al. / Short-term versus Long-term Impact of Managers: Evidence from the Football Industry. In: British Journal of Management. 2009 ; Vol. 21, No. 2. pp. 571-589.

Bibtex

@article{ffe9d3e6e7be4b42a385c3fe5814595c,
title = "Short-term versus Long-term Impact of Managers: Evidence from the Football Industry",
abstract = "Studies into the impact of top manager change on organization performance have revealed inconsistent findings. Using longitudinal data over a 12-year period on football organizations, we test for the short-term and long-term effects of manager change in comparison to the tenures of incumbent top managers. We find that long incumbent tenures are associated with performance far above the average. But when looking at change events, contrary to theoretical expectations, we find that change in the short term leads to a brief reprieve in poor performance only for performance to deteriorate in the long term as underlying weaknesses once again take hold. Our findings reveal the illusion of a short-term reprieve and the long-term consequences of this illusion. We map several implications for research and practice from our work.",
author = "Mathew Hughes and Paul Hughes and Kamel Mellahi and Cherif Guermat",
year = "2009",
month = jul,
day = "1",
doi = "10.1111/j.1467-8551.2009.00668.x",
language = "English",
volume = "21",
pages = "571--589",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Blackwell Publishing Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - Short-term versus Long-term Impact of Managers: Evidence from the Football Industry

AU - Hughes, Mathew

AU - Hughes, Paul

AU - Mellahi, Kamel

AU - Guermat, Cherif

PY - 2009/7/1

Y1 - 2009/7/1

N2 - Studies into the impact of top manager change on organization performance have revealed inconsistent findings. Using longitudinal data over a 12-year period on football organizations, we test for the short-term and long-term effects of manager change in comparison to the tenures of incumbent top managers. We find that long incumbent tenures are associated with performance far above the average. But when looking at change events, contrary to theoretical expectations, we find that change in the short term leads to a brief reprieve in poor performance only for performance to deteriorate in the long term as underlying weaknesses once again take hold. Our findings reveal the illusion of a short-term reprieve and the long-term consequences of this illusion. We map several implications for research and practice from our work.

AB - Studies into the impact of top manager change on organization performance have revealed inconsistent findings. Using longitudinal data over a 12-year period on football organizations, we test for the short-term and long-term effects of manager change in comparison to the tenures of incumbent top managers. We find that long incumbent tenures are associated with performance far above the average. But when looking at change events, contrary to theoretical expectations, we find that change in the short term leads to a brief reprieve in poor performance only for performance to deteriorate in the long term as underlying weaknesses once again take hold. Our findings reveal the illusion of a short-term reprieve and the long-term consequences of this illusion. We map several implications for research and practice from our work.

U2 - 10.1111/j.1467-8551.2009.00668.x

DO - 10.1111/j.1467-8551.2009.00668.x

M3 - Journal article

VL - 21

SP - 571

EP - 589

JO - British Journal of Management

JF - British Journal of Management

SN - 1045-3172

IS - 2

ER -