IE Business School
Institutional Affiliation: Instituto de Empresa
Information about this author at RePEc
NBER Working Papers and Publications
|August 2013||Who Says Yes When the Headhunter Calls? Understanding Executive Job Search Behavior|
with Peter Cappelli: w19295
We examine an aspect of job search in the important context of executive-level jobs using a unique data set from a prominent executive search firm. Specifically, we observe whether or not executives pursue offers to be considered for a position at other companies. The fact that the initial call from the search firm, which we observe, is an exogenous event for the executive makes the context particularly useful. We use insights from the Multi-Arm Bandit problem to analyze the individual's decision as it emphasizes assessments of future prospects in the decision process, which are particularly relevant for executive careers. More than half the executives we observe were willing to be a candidate for a job elsewhere. Executives are more likely to search where their current roles are less c...
|August 2007||Are Franchises Bad Employers?|
with Peter Cappelli: w13327
Franchise jobs are often described as representing the epitome of the "low road" approach to managing employees: high turnover, little training, deskilled jobs, and little employee involvement, practices often seen as unsophisticated. Research on franchise operations suggests, however, that the basic operating principles and practices of franchises tend to be more sophisticated than those of equivalent independent operators. We might therefore expect their employee management practices to be more advanced as well, challenging the stereotype of franchise jobs. We use data from a national probability sample of establishments to examine the relationship between franchise status and employment practices. While descriptive statistics suggest that franchise operations use low road practices, ...
Published: Peter Cappelli & Monika Hamori, 2008. "Are Franchises Bad Employers?," Industrial and Labor Relations Review, ILR Review, ILR School, Cornell University, vol. 61(2), pages 147-162, January.
|May 2004||The Path to the Top: Changes in the Attributes and Careers of Corporate Executives, 1980-2001|
with Peter Cappelli: w10507
The analyses below compare the career histories and personal characteristics of the executives in the top ranks of the world's largest and most stable business operations, the Fortune 100, between 1980 and 2001. To our knowledge, there have been no prior studies of contemporary changes in the experience or attributes of executives beyond CEOs. In 2001, these executives were younger, more likely to be women, and less likely to have been Ivy League educated. Most important, they got to the executive suite about four years faster than in 1980 and did so by holding fewer jobs on the way to the top. (In particular, women in 2001 got to their executive jobs faster than their male counterparts --there were no women executives in the Fortune 100 in 1980). Executives in 2001 also spent about fi...