{"title":"In-Season Head-Coach Dismissals and the Performance of Professional Football Teams","authors":"J. van Ours, M. V. Tuijl","doi":"10.2139/ssrn.2444742","DOIUrl":"https://doi.org/10.2139/ssrn.2444742","url":null,"abstract":"This paper studies the causes and consequences of in-season changes of the headcoach of association football teams. We exploit data from the highest level of Dutch professional football during 14 successive seasons. An in-season change of the head-coach depends on recent match results and the difference between actual results and expectations as measured using bookmaker data. We find that, after the head-coach has been replaced, teams perform better than before. However, the performance is also better than before for a control group of coach replacements that did not occur. From this we conclude that replacement of head-coaches does not improve team performance.","PeriodicalId":280441,"journal":{"name":"ORG: Contingency Theory & Leadership (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130040762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A Mathematical Model of Organisational Leadership","authors":"Guru Acharya","doi":"10.2139/ssrn.1909385","DOIUrl":"https://doi.org/10.2139/ssrn.1909385","url":null,"abstract":"This paper develops a simple mathematical model to explain the governing dynamics of leadership and followership in an organisation. The model is based on the contingency theory of leadership. It recognizes leadership and followership at various levels of the hierarchy and demonstrates how both leadership and followership style, at each horizontal, is contingent on not just the attributes of the horizontals immediately below and above it, but also to the attributes of every other horizontal in the hierarchy. The paper also demonstrates that a leader can vary certain key variables and cause a predictable change in the weighted contribution of the attributes of a horizontal to leadership styles and followership styles of all workers in an organisation. This technique can be effectively used by leadership programs to identify key variables and achieve a predictable change in work style by influencing those key variables in a customised manner.","PeriodicalId":280441,"journal":{"name":"ORG: Contingency Theory & Leadership (Topic)","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121079248","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An Organizational Sociology of Stanford's Organization Theory Renaissance","authors":"F. Dobbin, Claudia Bird Schoonhoven","doi":"10.1108/S0733-558X(2010)0000028004","DOIUrl":"https://doi.org/10.1108/S0733-558X(2010)0000028004","url":null,"abstract":"Between 1970 and 2000, Stanford University enabled and supported a vigorous interdisciplinary community of organizations training, research, and theory building. Important breakthroughs occurred in theory development, and a couple of generations of doctoral and post-doctoral students received enhanced training and an extraordinary opportunity to build collegial networks. The model spread to other universities and work done at that time and place continues to exercise influence up to the present time. This volume both summarizes the contributions of the main paradigms that emerged at Stanford in those three decades, and describes the sociological conditions under which this remarkable, generative, environment came about. A series of chapters by some of the key contributors to these paradigms, who studied at Stanford between 1970 and 2000, are followed by brief comments on the conditions that fostered the development of these different paradigms, and on the development of the paradigms themselves.","PeriodicalId":280441,"journal":{"name":"ORG: Contingency Theory & Leadership (Topic)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134637255","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}