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INVITED EDITOR
Editorial from
Cláudia Custódio & Miguel A. Ferreira Nova School of Business and Economics, and Pedro Matos, University of Virginia
November 16, 2022
9. Industry, innovation and infrastructure

9. Industry, innovation and infrastructure

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
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Do general managerial skills spur innovation?

We show that firms with chief executive officers (CEOs) who gain general managerial skills over their lifetime of work experience produce more patents.

We show that firms with chief executive officers (CEOs) who gain general managerial skills over their lifetime of work experience produce more patents. We address the potential endogenous CEO-firm matching bias using firm-CEO fixed effects and variation in the enforceability of noncompete agreements across states and over time during the CEO's career. Our findings suggest that generalist CEOs spur innovation because they acquire knowledge beyond the firm's current technological domain, and they have skills that can be applied elsewhere should innovation projects fail. We conclude that an efficient labor market for executives can promote innovation by providing a mechanism of tolerance for failure.

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Published in Management Science.

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This content was originally published in Novafrica org.‍

Cláudia Custódio & Miguel A. Ferreira Nova School of Business and Economics, and Pedro Matos, University of Virginia
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Management
Research insight
SDG
9

Do general managerial skills spur innovation?

We show that firms with chief executive officers (CEOs) who gain general managerial skills over their lifetime of work experience produce more patents.
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Legacy of the state: prior shared experience and survival of spin-offs from restructured state enterprises

Many organizations, especially in emerging economies, trace their origins to restructured state enterprises, and this study explores the implications of such origins for organizational adaptation to changing environmental conditions.
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Why Organizational Safety Matters in Times of Crisis

High performing teams in healthcare services were admitting and discussing their errors and failures. Those teams felt safe in their organization to talk about them because they could learn and improve processes management and organizational performance. Managers don't have to expect results to be stable or always grow in a positive direction. Ups and downs can be a course correction or a change in path. Observing and measuring a team's behavior is essential. Healthcare professionals will focus on building the right processes, sharing problems with an open dialogue without fear, not just monitoring indexes.
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17

impACT stories #5: Better Business for a Better World - the B Corp Movement

For this semester’s last edition of the impACT Stories, Nova Social Consulting brought a group of speakers who understood the value of corporate sustainability for their business! What do an investment firm, a family-run vineyard and a B2B digital food marketplace have in common? They are all Portuguese B-Corps!

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BOLD Leadership: Nova SBE's Innovative Program for Future Leaders

In an era defined by rapid change and global challenges, the question of what it takes to be an outstanding leader in the 21st century becomes increasingly crucial. Nova School of Business and Economics (Nova SBE) has stepped up to address this query with its groundbreaking initiative: BOLD – Be an Outstanding Leader. This senior manager training program not only equips participants with essential skills but also aligns with the United Nations’ Sustainable Development Goal 16 (SDG 16), emphasizing the role of leadership in creating positive societal impact.

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