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Managerial efficiency and human capital: an application to English association football

Author

Listed:
  • Peter Dawson

    (Department of Economics and International Development, University of Bath, U.K.)

  • Stephen Dobson

    (Department of Economics, University of Otago, New Zealand)

Abstract

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.

Suggested Citation

  • Peter Dawson & Stephen Dobson, 2002. "Managerial efficiency and human capital: an application to English association football," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 23(8), pages 471-486.
    • Handle: RePEc:wly:mgtdec:v:23:y:2002:i:8:p:471-486
    DOI: 10.1002/mde.1098
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    References listed on IDEAS

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