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Managerial efficiency and human capital: an application to English association football
Author(s) -
Dawson Peter,
Dobson Stephen
Publication year - 2002
Publication title -
managerial and decision economics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.288
H-Index - 51
eISSN - 1099-1468
pISSN - 0143-6570
DOI - 10.1002/mde.1098
Subject(s) - football , action (physics) , association (psychology) , frontier , production–possibility frontier , human capital , club , business , variation (astronomy) , production (economics) , capital (architecture) , marketing , industrial organization , economics , microeconomics , psychology , political science , law , market economy , medicine , physics , quantum mechanics , psychotherapist , anatomy , history , archaeology , astrophysics
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.