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Manager Characteristics (manager + characteristic)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%

Selected Abstracts

Investment manager characteristics, strategy, top management changes and fund performance

ACCOUNTING & FINANCE, Issue 3 2003
David R. Gallagher
Abstract The present study examines the performance of Australian investment management organisations with direct reference to their specific characteristics and strategies employed. Using a unique information source, performance is evaluated for actively managed institutional balanced funds, Australian share funds and Australian bond funds. For balanced mandates, performance is evaluated with respect to the investment strategy adopted, the experience and qualifications held by investment professionals, and the tenure of the key investment professionals. The present study examines the performance of top management and the impact on returns when turnover arises. The research documents that a significant number of active Australian equity managers earned superior risk-adjusted returns in the period, however, active managers perform in line with market indices for balanced funds and Australian bond funds. A number of manager characteristics are also found to predict risk-adjusted returns, systematic risk and investment expenses for balanced funds. [source]

MEN, WOMEN, AND MANAGERS: ARE STEREOTYPES FINALLY CHANGING?

PERSONNEL PSYCHOLOGY, Issue 4 2006
EMILY E. DUEHR
As the number of women in management roles increases and organizations place a greater emphasis on diversity, a subsequent change in perceptions of women as leader-like is expected. To test this notion, we examined gender and management stereotypes of male and female managers and students. Results reveal considerable change in male managers' views of women over the past 30 years, as evidenced by greater congruence between their perceptions of women and successful managers and stronger endorsement of agentic and task-oriented leadership characteristics for women. Stereotypes held by male students changed less, remaining strikingly similar to stereotypes held by male managers 15 years ago. Across samples, there was general agreement in the characteristics of managers but less agreement about the characteristics of women. We also found men somewhat less likely than women to attribute successful manager characteristics to women. Respondents with positive past experiences with female managers tended to rate women higher on management characteristics. [source]

EVIDENCE ON THE COMPENSATION OF PORTFOLIO MANAGERS

THE JOURNAL OF FINANCIAL RESEARCH, Issue 3 2006
Heber Farnsworth
Abstract We surveyed 396 portfolio managers about the structure of their compensation. Overall, more compensation packages are subjective/discretionary than objective/formula based. Firm success factors such as firm profitability have more effect on bonuses than do client success factors such as investment performance. Differences in the structure of compensation across firms, clients, job types, and manager characteristics reflect likely differences in the underlying contracting environments, especially differences in the difficulty of monitoring performance and exerting control. [source]

Environmental behaviour in Chicago automotive repair micro-enterprises (MEPs)

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2008
Debby F. Mir
Abstract This study analyzes the relationship between internal and external factors that influence environmental behaviour in traditional service micro-enterprises, focusing on Chicago motor vehicle repair (MVR) firms five years after the Clean Break amnesty program and subsequent inspections of MVR firms. The survey explored the influence of firm and manager characteristics, government intervention, and market and social pressures and opportunities on environmental awareness and action. Environmental action was significantly higher in older firms (more experienced owners) and in auto-refinishing firms practicing spray painting. While awareness levels were mixed for dealerships and franchises (contracted to larger organizations), environmental action was good for six out of the seven firms, which may reflect expectations for higher professional rather than environmental standards. However, environmental awareness and behaviour levels were mixed for trade association members. Owners obtain most environmental information from suppliers and government agencies, but confuse government responsibilities and attribute greater authority to non-environmental agencies. Finally, micro-enterprises avoid voluntary environmental compliance programs and prefer targeted enforcement and insurance requirements that promote a level playing field. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]