Juhtimiskogemused võivad osutuda väga kasulikuks aga ka kahjulikuks. Esimene arusaam tundub igapäevaelus siiski domineerivat ja ei ole kindel, kas kogumused osutuvad kasulikumaks avalikus või erasektoris. Erasektoris on tagasiside pankroti näol reljeefne, kuid avalikus sektoris võib kohata juhte, kes töötavad pikki aastaid ilma juhtimisalase ettevalmistuseta ning teadmised saabuvadki suuresti vaid kogemuse kaudu. Eesti avalikus sektoris on näiteid, kus mõnele juhile on omistatud peaaegu sakraalne tähis, kuigi ei ole täpselt aru saada, milles kvaliteet võiks seisneda.
Siinviidatud vabalevis olev tekst võiks huvi pakkuda kõikidele organisatsioonidega puutumuses olijatele.
Firms increasingly look to hire experienced managers in key areas of their operations due to an enduring sense that prior experience is consequential for job performance (henceforth, performance). The relationship between prior management experience and performance, however, remains a puzzle for scholars and practitioners.
The understanding of the relationship between prior management experience and performance is located in the literature that discusses the portability of job-specific experience across firm boundaries (Bailey and Helfat, 2003; Dokko, Wilk and Rothbard, 2009; Dokko and Jiang, 2017; Ellis, 1965). Whilst research has generally treated the implications of the negative and positive effect of prior job-specific experience on performance as being contradictory, I suggest that both effects could instead be complementary because they may jointly offer a more comprehensive conceptualization of the influence of prior management experience on performance. To explore this possibility, I draw upon the expertise literature and conceptualize prior management experience in line with Dane’s (2010) schema-based notion of domain expertise, defined as deeper levels of domain-specific knowledge acquired through experience.
Accordingly, I propose that the relationship between prior management experience and performance may not be linear, as much of the literature has assumed, and may instead be curvilinear and U-shaped – initially negative and then positive beyond some threshold of prior management experience.
Juhtimiskogemus kui positiivne omadus
The main explanation for the positive effect of prior job-specific experience on performance is increasing levels of human capital in terms of knowledge, skills and abilities in conducting the role (Bailey and Helfat, 2003; Beyer and Hannah, 2002; Dokko and Jiang, 2017; Ener, 2019; McEnrue, 1988; Reuber, 1997; Schmidt, Hunter and Outerbridge, 1986).
The competing perspective suggests that individuals’ prior job-specific experience can create cognitive and behavioural frameworks that are specific to the contexts in which they were developed, which operate as barriers that inhibit the effective transfer of knowledge and learning to new contexts (Dokko, Wilk and Rothbard, 2009; Hamori and Koyuncu, 2015).
Findings of the study imply that zero (and low) and higher levels of prior management experience are more beneficial for performance than moderate levels.
Desai, M. N. (2022). Experience as a Double‐Edged Sword: The Relationship Between Prior Management Experience and Job Performance. British Journal of Management.