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Managerial Experience (managerial + experience)
Selected AbstractsA Contingent Model of Network Utilization in Early Financing of Technology VenturesENTREPRENEURSHIP THEORY AND PRACTICE, Issue 4 2008Jing Zhang Most of the entrepreneurship literature has addressed the benefits and necessity of using social network ties as opposed to market methods in early venture finance, but it has largely understated the potential limitations and costs of doing so. Specifically, very sparse research has examined the factors that influence entrepreneurs' choice between using networks versus market methods. In this study, we propose a contingent model of network utilization when approaching initial investors, based on the dimensions of human capital of the entrepreneurs. We test this model with primary field survey data from 226 new high-tech ventures in Singapore and Beijing. The results show that high occupational status and relevant industrial work experience are positively associated with the entrepreneurs' propensity to utilize existing networks by enhancing the resourcefulness of their network ties (social capital); however, such influences are alleviated by entrepreneurs' marketing or managerial experience, which increases the entrepreneurs' ability to interact with strangers (an aspect of social competence). [source] Entrepreneurial nurses and midwives in the United Kingdom: an integrative reviewJOURNAL OF ADVANCED NURSING, Issue 5 2007Vari Drennan Abstract Title.,Entrepreneurial nurses and midwives in the United Kingdom: an integrative review Aim., This paper is a report of an integrative literature review to investigate: (a) the extent of entrepreneurial activity by nurses, midwives and health visitors in the United Kingdom and (b) the factors that influenced these activities. Background., Internationally, social and commercial entrepreneurial activity is regarded as important for economic growth and social cohesion. Methods., Seventeen bibliographic databases were searched using single and combined search terms: ,entrepreneur$', ,business', ,private practice', ,self-employ$', ,intrapreneur$',social enterprise$',mutuals', ,collectives', ,co-op' and ,social capital' which were related to a second layer of terms ,Nurs$', ,Midwi$', ,Visit$'. ,Entrepreneur$' Private Midwi$, Independent Midwi$, and ,nursing workforce'. In addition, hand searches of non-indexed journals and grey literature searches were completed. The following inclusion criteria were: (a) describing nurses, midwife and/or health visitor entrepreneurship (b) undertaken in the UK, and (c) reported between January 1996 and December 2005. Results., Of 154 items included only three were empirical studies; the remainder were narrative accounts. While quality of these accounts cannot be verified, they provide as complete an account as possible in this under-researched area. The numbers of nurses, midwives and health visitors acting entrepreneurially were very small and mirror international evidence. A categorization of entrepreneurial activity was inductively constructed by employment status and product offered. ,Push' and ,pull' influencing factors varied between types of entrepreneurial activity. Conclusion., Empirical investigation into the extent to which nurses and midwives respond to calls for greater entrepreneurialism should take account of the complex interplay of contextual factors (e.g. healthcare legislation), professional and managerial experience and demographic factors. [source] Thromboprophylaxis for hospitalized medical patients: A Multicenter Qualitative study,,JOURNAL OF HOSPITAL MEDICINE, Issue 5 2009Deborah Cook MD Abstract BACKGROUND: Observational studies have documented that medical patients infrequently receive venous thromboembolism (VTE) prevention. OBJECTIVE: To understand the barriers to, and facilitators of, optimal thromboprophylaxis. PATIENTS: Hospitalized medical patients. DESIGN: We conducted in-depth interviews with 15 nurses, 6 pharmacists, 12 physicians with both clinical and managerial experience, and 3 hospital administrators. SETTING: One university-affiliated and 2 community hospitals. INTERVENTION: Interviews were audiotaped and transcribed verbatim. Transcripts were reviewed and interpreted independently in duplicate. MEASUREMENT: Analysis was conducted using grounded theory. RESULTS: Physicians and pharmacists affirmed that evidence supporting heparin is strong and understood. Clinicians, particularly nurses, reported that mobilization was important, but were uncertain about how much mobilization was enough. Participants believed that depending on individual physicians for VTE prevention is insufficient. The central finding was that multidisciplinary care was also perceived as a barrier to effective VTE prevention because it can lead to unclear accountability by role confusion. Participants believed that a comprehensive, systems approach was necessary. Suggestions included screening and risk-stratifying all patients, preprinted orders at hospital admission that are regularly reevaluated, and audit and feedback programs. Patient or family-mediated reminders, and administrative interventions, such as hiring more physiotherapists and profiling thromboprophylaxis in hospital accreditation, were also endorsed. CONCLUSIONS: Universal consideration of thromboprophylaxis finds common ground in multidisciplinary care. However, results of this qualitative study challenge the conviction that either individual physician efforts or multidisciplinary care are sufficient for optimal prevention. To ensure exemplary medical thromboprophylaxis, clinicians regarded coordinated, systemwide processes, aimed at patients, providers, and administrators as essential. Journal of Hospital Medicine 2009;4:269,275. © 2009 Society of Hospital Medicine. [source] Managerial efficiency and human capital: an application to English association footballMANAGERIAL AND DECISION ECONOMICS, Issue 8 2002Peter Dawson The problem of hidden action in organizations makes direct measurement of managerial performance problematic. But in English association football hidden action is unlikely to be as serious a problem because the owner observes the manager's performance each time the team plays. In this situation production frontier analysis may be used to measure managerial performance and analyze the variation in performance across managers in terms of manager human capital. Having some kind of prior affiliation with the club and achieving international recognition as a player are especially important. Overall, initial experience matters more than specific and general managerial experience. Copyright © 2002 John Wiley & Sons, Ltd. [source] Jaques and the early years in AustraliaINTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 4 2005Sir Roderick Carnegie Abstract The Chief Executive Officer (CEO) of any organization, by the nature of his or her title and role, sets the culture (the "how we do things around here") which becomes either paranoiagenic or trust-inducing to greater or lesser extremes. This account of one CEO emphasizes the relationships between past managerial experiences, the business requirements of a highly competitive industry, the nature of the impact of local government on globally dispersed installations, and an intense interest in bringing together a better understanding of trust-inducing top-down managerial leadership. Thus follows an examination of one CEO's journey with a nascent body of research and the researcher as, together, they struggle with understanding what requirements and actions will be interpreted as not only "good for the company" but also "good for me" as an employee. The paper describes the added value of a CEO's systematic organizational analysis and structural design of a managerial work system focused on the employment of the discretion and judgment of each employee within appropriate role boundaries, thereby inserting a large amount of psychologically sound, creative problem-solving focused on competitive business outcomes. It develops understanding of the business reasons for fair pay for levels of work assigned, and the recognition of current potential capability and development of individuals as they naturally mature in future potential capability to handle more complex assignments. Copyright © 2005 John Wiley & Sons, Ltd. [source] | |||||||||||||