Title

The effects of managerial activities on managerial success and effectiveness

Document Type

Journal article

Source Publication

International Business Review

Publication Date

1-1-1997

Volume

6

Issue

4

First Page

433

Last Page

445

Abstract

The purpose of this paper is to identify the influence of managerial activities on the success and effectiveness of managers using data collected from Canadian, Hong Kong and Taiwanese managers. The results show that for all 3 samples, "effective" activities are different from "successful" activities, which therefore implies that Kerr's (Kerr, 1995) folly of "rewarding A, while hoping for B" holds across national boundaries. In the Canadian case, while none of the managerial activities is related to success, traditional activities improve unit performance. In Taiwan, communications activities enhance managerial success. None of their activities however affects unit performance. The Hong Kong results show that HRM and networking activities are detrimental to success and effectiveness respectively.

DOI

10.1016/S0969-5931(97)00013-9

Print ISSN

09695931

E-ISSN

18736149

Publisher Statement

Copyright © 1997 Published by Elsevier Ltd

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Lau, C.-M., Ng, I., & Ngaw, M.-K. (1997). The effects of managerial activities on managerial success and effectiveness. International Business Review, 6(4), 433-445. doi: 10.1016/S0969-5931(97)00013-9