managers in predominantly female occupations are moderated by firm size. Drawing on economic and organizational approaches and … the devaluation of women's work, we find wage penalties for female occupations in management only in large firms. This …

managers in predominantly female occupations are moderated by firm size. Drawing on economic and organizational approaches and … the devaluation of women's work, we find wage penalties for female occupations in management only in large firms. This …

managers in predominantly female occupations are moderated by firm size. Drawing on economic and organizational approaches and … the devaluation of women's work, we find wage penalties for female occupations in management only in large firms. This …

delivering insight into both leaders’ development and leader personality. Methodology/approach – First, this paper locates the … approaches of two outstanding leaders: Daniel Vasella, chairman of the leading Swiss pharmaceutical organization Novartis and … characteristics and career paths of both leaders are presented and compared so that a final analysis of their leadership approach can …

others. However, the same holds true for top managers. In this lab-in-the-field experiment we directly compare the scores of … entrepreneurs, managers and employees on a comprehensive set of measures of optimism and overconfidence (n = 2,058). The results … when bad events occur. For incentivized measures of overconfidence we find no difference between entrepreneurs and managers …

We examine in a large survey (n = 1,928) how contemplative entrepreneurs, managers and employees are in their decision … choices are partly in line with this: entrepreneurs make indeed more intuitive choices than managers, but are equally …) equal those of managers. Together these findings tentatively suggest that entrepreneurs start from a stronger prior …

explore the perceptions of family firm owners towards external managers by analyzing how their family-specific and company … providers. Prior work: Prior research has acknowledged that the attitude to external managers is a major concern for family … independence and control is high. Furthermore, they do not seem to trust external managers to act in accordance to their goal of …

"spinouts": managers of input divisions can start their own firms, making customized inputs formerly provided internally subject … lead to inefficiently low entry. Vertically integrated firms can fight back by hiring managers for their input divisions …