implemented — and more importantly, how they were used by managers at different levels of management. Three different companies …. All had differences in ownership and education level of managers. Implementation (technical) details are omitted, but this … paper shows that managers do not always see what business intelligence can do. Furthermore, it is shown that such projects …

We document that mean earnings of managers grow faster than for non managers over the life cycle for a group of high …-income countries. Furthermore, we find that the growth of earnings for managers (relative to non managers) is positively correlated …-of-control model where managers invest in their skills. Central to our analysis is a complementarity between skills and investments in …

education and the open-mindedness of managers. At the firm level, size tends to have a positive effect, but more so for …

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 document that for a group of high-income countries (i) mean earnings of managers tend to grow faster than for non … managers over the life cycle; (ii) the earnings growth of managers relative to non managers over the life cycle is positively …-of-control model where managers invest in their skills. We parameterize this model with U.S. observations on managerial earnings, the …