Radical HRM innovation and competitive advantage: TheMoneyball story

Wolfe, Richard A.; Wright, Patrick M.; Smart, Denise T.

doi:10.1002/hrm.20100

Cited by 116 publications

(120 citation statements)

References 24 publications

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“…5 Further support for our manager estimates comes from the fact that the top managers we identify are consistent with other research and popular opinion on baseball manager abilities. For example, in the case of GMs we find support for the notion that the 'moneyball' managers (see Lewis, 2003) have outperformed their peers, as also argued by Hakes and Sauer (2006) and Wolfe et al (2006). Our results in this respect diverge however from Goff (2013), which we suspect is due to large differences both in inputs and methodology.…”

supporting

confidence: 57%

Matching and Winning? The Impact of Upper and Middle Managers on Team Performance

Peeters

Salaga²,

Juravich

2015

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in ABSTRACTIn this paper we investigate the impact of upper and middle level managers on firm performance by simultaneously estimating manager and match qualities for management pairings in Major League Baseball (MLB). We document the economic significance of managers at both organizational levels and illustrate the importance of accounting for match quality in evaluating manager impact. Our results suggest assortative matching as managerial quality is positively correlated across organizational levels.Higher match quality in a pairing is further associated with higher individual manager qualities and longer joint employment spells. Mismatches in educational attainment are linked to lower match quality. JEL-codes: M12, M54, L83

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supporting

confidence: 57%

Matching and Winning? The Impact of Upper and Middle Managers on Team Performance

Peeters

Salaga²,

Juravich

2015

SSRN Journal

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“…Le rôle premier de ces organisations est de faire respecter les règles du jeu des disciplines sportives qu'elles promeuvent au sein de leur pays, de les faire connaître et de les représenter ainsi que ceux qui y participent (Comité de gestion du sport, 2001 ;Papadimitriou et Taylor, 2000). Elles sont aujourd'hui encouragées à satisfaire les attentes de leurs parties prenantes (e.g., adhérents, pouvoirs publics, sponsors) en développant de nouveaux services (Lee, Ginn et Naylor, 2009 (Caza, 2000 ;Franke et Shah, 2003 ;Gilmore et Gilson, 2007;Hoeber et Hoeber, 2012 ;Newell et Swan, 1995 ;Wolfe, Wright et Smart, 2006). Pourtant, il est crucial, dans un environnement changeant, de mieux comprendre les processus selon lesquels les organisations sportives évoluent, notamment en innovant.…”

Section: Introductionunclassified

Fédérations sportives innovantes : attitude, perceptions et champions de l'innovation

Winand¹,

Qualizza²,

Vos³

et al. 2013

RIMHE : Revue Interdisciplinaire Management, Homme &Amp; Entreprise

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Remerciements : Les auteurs souhaitent remercier Jos Feys pour son aide précieuse lors de la collecte des données. 2 RésuméSoumis à une concurrence accrue de la part d'autres prestataires de services sportifs, par exemple commerciaux, les organisations sportives à but non lucratif sont amenées à mieux satisfaire leurs adhérents. Pour ce faire, elles peuvent adopter de nouvelles initiatives pour les fidéliser et en attirer de nouveaux. Ces initiatives, mises en place pour la première fois, sont considérées comme étant des innovations. Malgré les enjeux que l'innovation suscite dans le contexte concurrentiel actuel, aucune étude transversale n'a été réalisée qui permettrait de mieux comprendre la perception d'acteurs AbstractDue to the increasing competition non-profit sport organizations face from other sport providers (both for-profit and non-profit), they are encouraged to better satisfy their members' expectations. New initiatives or innovations may need to be adopted by these organizations to attract and retain members.Despite the importance of innovation in this increasing competitive context, no cross-sectional study has been achieved which would allow an understanding of internal stakeholders' perception in innovative sport organizations. Although, attitude and perceptions towards newness and change might influence innovation adoption. This exploratory research analyzes the concept of innovation within sport federations. The activities and services implemented by these non-profit sport organizations and the perception of key internal stakeholders are investigated. Further, this research focuses on innovation champions in sport federations. The purpose of this paper is to identify the relationships between internal stakeholders' attitude towards newness, their perceptions of innovation and change, the service innovations implemented by sport federations and potential innovation champion(s). An online survey was sent to the 144 sport federations recognized by the Flemish or French speaking Communities in Belgium in order to assess their attitude towards the development of new services, perception of change and of innovation. Moreover, the average number of innovations (sport and nonsport) was measured and the stakeholders who frequently support the implementation of new initiatives were profiled. In total, 101 sport federations participated to the survey (response rate: 70%).On average, sport federations in Belgium have an attitude favouring newness which supports the adoption of innovations. The majority of service innovations adopted by sport federations was not directly sport related. An explanation might be that they have greater freedom in the development of secondary services (i.e., not related to their core activities) which would provide added value to membership fee. Staff members of innovative sport federations perceive that their federation innovates and changes. This paper supports the idea that innovation leads to organizational change which is perceived by internal stakeholders. The sport or t...

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“…Thus, managers of innovation processes require a tacit understanding of why constituents develop positive or negative attitudes to new devices in order to mitigate against resistance. While constituent perceptions do not necessarily correlate with the objective merit of an innovation (Wolfe, Wright, & Smart, 2006); they provide a crucial insight into potential issues that may emerge at the point of implementation.…”

Section: Technological Innovation In Social Contextmentioning

confidence: 99%

“…Hogg & Smith, 2007;Tajfel & Turner, 1979). The threat to creativity and individuality led to perceptions that the proposed innovation would create a radical change from the status quo (Wolfe et al, 2006;Wolfe, 1995). Coach 1 stated, 'I believe this has no place in judging', while Coach 19 explained that "You start narrowing the sport and the freedom of the sport and that's the disadvantage.…”

Section: Interpreting Applicationmentioning

confidence: 99%

A social identity analysis of technological innovation in an action sport: judging elite half-pipe snowboarding

Harding

Lock

Toohey

2016

European Sport Management Quarterly

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Research question: We explore how facets of the group identity shared by elite half-pipe snowboarding constituents (i.e., judges, athletes, and coaches) shape attitudes towards a proposed technological innovation to the existing judging process. Results and discussion: Participants valued the freedom, individuality, and performance progression the current subjective judging protocol endorses. However, performance progression and changes to the half-pipe have created an increasingly difficult judging task. Participant attitudes toward the proposed innovation varied based on whether it was used to compute athlete final scores or to assist judges with their decision making. Positive attitudes stemmed from the technological innovation providing support to judges, while retaining the flexibility of the existing performance assessment process. Negative attitudes emerged due to perceptions the innovation would inhibit athlete freedom, creativity, and individuality.

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Radical HRM innovation and competitive advantage: TheMoneyball story

Cited by 116 publications

References 24 publications

Matching and Winning? The Impact of Upper and Middle Managers on Team Performance

Matching and Winning? The Impact of Upper and Middle Managers on Team Performance

Fédérations sportives innovantes : attitude, perceptions et champions de l'innovation

A social identity analysis of technological innovation in an action sport: judging elite half-pipe snowboarding

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