In practice, two types of tournaments can be distinguished - U-type and J-type tournaments. In U-type tournaments, workers receive prizes that have been fixed in advance. In J-type tournaments, the employer fixes an aggregate wage bill in advance, which is then shared among the workers according...

Standardization has a strategic importance for the organization. The number of companies that have adopted ISO 9000 increased during the last years. According to the reports in CLUB 9000, in May 2010 there were 5,556 ISO 9000 certified companies in Bulgaria. There are no empirical studies in...

Over the last decade the World Management Survey (WMS) has collected firm-level management practices data across multiple sectors and countries. We developed the survey to try to explain the large and persistent TFP differences across firms and countries. This review paper discusses what has...

CEOs affect the performance of the firms they manage, and family CEOs seem to weaken it. Yet little is known about what top executives actually do, and whether it differs by firm ownership. We study CEOs in the Indian manufacturing sector, where family ownership is widespread and the...

The governance of companies is of importance to developing countries due to the link between effective corporate governance and economic development. Ownership and control of public companies, except in the US and UK, is often in the hands of a few individuals, families or corporate groups and...

The book highlights emerging topics in key areas of corporate governance with special emphasis on traditionally unexplored issues. It also aims to stimulate thinking and debate on vital aspects of practice and approaches to corporate governance. The topics covered in this book deal with timely...

The supposed creativity of left-handed and dyslexic individuals may fit well with an entrepreneurial occupation. Empirical evidence from two representative Dutch samples, however, shows that left-handed and dyslexic individuals are not more likely to be(come) entrepreneurs than right-handed and...

Three components govern the impact of intangible management on the growth of SMEs: human, structural and relational capitals. The relationship with the institutional system of innovation (ISI) is novel. The results highlight that the ISI does not satisfy the needs of SMEs fully.

CEOs with substantial general managerial ability (generalist CEOs) possess a substantial share of organization (human) capital and have different risk-taking incentives than do their counterpart specialist CEOs. Using an index increasing in CEO general managerial skills as a proxy for general...

The existence of complementarity across management practices has been proposed as one potential explanation for the persistence of firm-level productivity differences. However, thus far no conclusive population-level tests of the complementary joint adoption of management practices have been...