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An European labour market for top managers? An European labour market for top managers? In this article, we study the extent to which the labour market for top managers in the European Union is internationalizing. Does this small but important labour market segment have an international and open character? Based on data of 2,229 managers in 363 companies in 15 European countries, we conclude that in 2005 this segment is only marginally international. Only 14.9% of the top management positions in the companies we studied is occupied by managers from another country. Between the countries we found large differences with an interesting role for the Netherlands. Differences between countries seem to be the result of differences in selection and allocation processes within individual countries, and much less of company and country characteristics.

The Dutch government has played a significant role in the dissemination of management knowledge to the Dutch business community and as such in the professionalization of management since the mid-1940s. After the Second World War, the Dutch government initiated and stimulated the development of an institutionalized network to transfer management knowledge. In the 1980s, however, the government's position changed dramatically. Its directive role as stimulator and distributor of knowledge diminished and was taken over by actors such as consulting agencies, gurus and commercial publishers. As well as decreasing its role as distributor, the government also changed its own position. Governmental bodies themselves increasingly began to use management knowledge and in doing so became one of the largest consumers in the Netherlands. Key Words: COP; dissemination process; field; institutional dynamics; management knowledge; role of the government During the 20th century, management emerged as a separate and distinct occupation, and managers became one of the most powerful groups in society. Positioned between capital and labour, managers increasingly gained influence in the making of important decisions at different levels in society. Over time, management began to define itself as a group with its own skills and domain of knowledge. In fact, the history of management can be described in terms of a professionalization process, although not very successful when compared to other professions.The foundations of this managerial revolution can be traced to engineering at the end of the 19th century. Shenhav (1999: 3) showed how engineers in this period were capable of redefining managerial issues: By redefining industrial conflict as a mechanical problem rather than as a result of political struggle, engineers were able to universalize their particular interests, to