CEO PERSONALITY, STRATEGIC FLEXIBILITY, AND FIRM PERFORMANCE: THE CASE OF THE INDIAN BUSINESS PROCESS OUTSOURCING INDUSTRY
- CEO Ambivalence and Responses to Strategic Issues. Plambeck, Nils; Weber, Klaus // Organization Science;Nov/Dec2009, Vol. 20 Issue 6, p993
We examine how executives' ambivalent evaluation of a strategic issue relates to organizational actions taken in response. Ambivalence occurs when a decision maker evaluates an issue as simultaneously positive and negative, a state that has received scant attention in organizational research. We...
- AGENCY THEORY REVISITED: CEO RETURN AND SHAREHOLDER INTEREST ALIGNMENT. NYBERG, ANTHONY J.; FULMER, INGRID SMITHEY; GERHART, BARRY; CARPENTER, MASON A. // Academy of Management Journal;Oct2010, Vol. 53 Issue 5, p1029
Agency theory suggests that managerial mischief may occur when the interests of owners and managers diverge and that a solution to this agency problem is alignment of owner and agent interests through agent compensation and equity ownership. We develop the theoretical concept of CEO return and...
- WHY DO CEOS MATTER MORE IN SOME COUNTRIES THAN OTHERS? MANAGERIAL DISCRETION AT THE NATIONAL LEVEL. CROSSLAND, CRAIG // Academy of Management Annual Meeting Proceedings;2009, p1
The article presents management science research on chief executive officers (CEO) of large corporations. It is hypothesized that national characteristics related to corporate culture and social norms of the country in which the corporation has its headquarters has a significant impact on the...
- Determinants of Top Management Team Tenure in Public Companies: An Empirical Study in the United States. Epstein, David // International Journal of Management;Mar2013 Part 2, Vol. 30 Issue 2, p301
TMT tenure impacts organizational performance through its effects on R&D intensity, entrepreneurial orientation, a greater diversity of viewpoints, status quo commitment, and even illegal activity however its antecedents have not been explored. This paper examines the impact of CEO tenure, CEO...
- OPEN, CONNECTED CEOs ARE WINNERS. // New Zealand Management;Jul2012, Vol. 59 Issue 6, p6
The article examines a study of chief executives officers (CEO) conducted by high technology industries firm International Business Machines (IBM) finding that more CEOs were stressing the importance of openness and communication within their companies.
- CEO confidence restored to pre crisis levels. // Accountancy Ireland;Feb2011, Vol. 43 Issue 1, p84
The article presents the results of the PwC's 14th Annual Global CEO Survey which indicates that the chief executive officers' (CEOs) confidence in future growth has returned to the levels before the recession.
- Study: Golden Parachutes Cheat Shareholders. Cody, Tamika // Mergers & Acquisitions Report;1/24/2011, Vol. 24 Issue 4, p1
The article discusses a study which discovered that shareholders sell their shares due to self-serving chief executive officers (CEO).
- On the Advisability of Using CEOs as the Sole Informant in Strategy Research. Sharfman, Mark // Journal of Managerial Issues;Fall98, Vol. 10 Issue 3, p373
Presents information on a study which examines the use of chief executive officers (CEO) as sole informants for strategy research or business planning questions. Characteristics of CEO; Methods of the study; Results and implications.
- An elusive balance: Operations and general skills. // H&HN: Hospitals & Health Networks;10/5/93, Vol. 67 Issue 19, p20
Reports on a survey on career paths of hospital chief executive officers (CEOs). Necessity for technical and management know-how; Evolution of graduate education in health care administration; Shift in teaching future administrators.