The effects of managerial activities on managerial success and effectiveness

Chung Ming LAU, Ignace NG, Mee Kau NYAW

Research output: Journal PublicationsJournal Article (refereed)peer-review

1 Citation (Scopus)


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.
Original languageEnglish
Pages (from-to)433-445
Number of pages13
JournalInternational Business Review
Issue number4
Publication statusPublished - 1 Jan 1997


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