Thematische Bibliographien / Chief executive officers

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Auswahl der wissenschaftlichen Literatur zum Thema „Chief executive officers“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 29. Juli 2024

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Zeitschriftenartikel zum Thema "Chief executive officers"

Asuquo, Ndifreke Bassey, und Osasu Obaretin. „Chief Executive Officers and their Boards: a Play of Power“. Business and Management Research 8, Nr. 2 (24.06.2019): 27. http://dx.doi.org/10.5430/bmr.v8n2p27.

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This study is motivated by the need to understand conceptually issues in Chief Executive Officers dominance.To achieve this objective, a library research design was employed to review and understand relevant concepts relating to Chief Executive Officers and boards. Issues relating to Chief Executive Officers dominance and rubbers stamp boards were also x-rayed.The paper concluded from the review that the influence of the Chief Executive Officer on the board can be condensed by reducing board dependency on the Chief Executive Officer while increasing Chief Executive Officer dependency on the board. Also, studies in this area of research are encouraged to provide insight into the effects of Chief Executive Officer-board interaction on organizational outcomes.

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Faith Ogagaoghene, OBAROLO, Associate Professor (Mrs.) Mary JOSIAH und Associate Prof. Omimi Ejoor ATU. „CHIEF EXECUTIVE OFFICER (CEO) ATTRIBUTES AND TAX AVOIDANCE INSIGHT FROM LISTED NON-FINANCIAL FIRMS IN NIGERIA“. International Journal of Management & Entrepreneurship Research 5, Nr. 9 (01.10.2023): 718–30. http://dx.doi.org/10.51594/ijmer.v5i9.569.

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The study mainly examined the effect of chief executive officers’ attribute on tax avoidance of listed non-financial firms in Nigeria. To achieve this objective, this study specifically tests the hypothesis that chief executive officers’ attributes in the context of chief executive officers’ tenure, chief executive officers’ ownership, chief executive officers’ gender and chief executive officers’ nationality significantly affects tax avoidance over a 10year time frame (2012 – 2021) for non-financial listed firms in Nigeria. This study is anchored on the Upper Echelon Theory noting that the key concept of the upper echelon theory is that the company reflects its chief executive officer. Robust regression analysis technique was employed to test the formulated hypotheses after fulfilling the necessary conditions for obtaining non-spurious regression estimates. Specifically, the result reveals mixed evidence suggesting that the effect of chief executive officers’ attribute on tax avoidance depends on the observed or unobserved traits. Particularly, the result suggests that higher ownership rights owned by the chief executive officer reduces the level of tax avoidance of listed non-finance firms in Nigeria. Therefore, this study recommends among others that to optimize the non-debt tax saving strategy, management must develop a culture within the organization that values responsible tax planning and encourages chief executive officers’ to actively consider the non-debt tax shield as a strategic tool. Further, management team should promote transparency and open communication about tax strategies, ensuring that tax planning is integrated into overall business decision-making processes. Keywords: Chief Executive Officer Attribute, Tax Avoidance, Robust Regression, Upper Echelon Theory.

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Denner, Nora, Nicola Heitzler und Thomas Koch. „Presentation of CEOs in the media: A framing analysis“. European Journal of Communication 33, Nr. 3 (14.03.2018): 271–89. http://dx.doi.org/10.1177/0267323118763876.

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Chief executive officers as representatives of their companies are increasingly the focus of attention from both the public and the media. The head manager represents the company and in some cases even personifies it. The growing exposure of chief executive officers has turned some of these individuals into celebrities and media stars. Some studies have shown that the image of the chief executive officer is closely linked to that of the company. However, the presentation of chief executive officers in media coverage has received little research interest. The present study aims to fill this research gap by conducting a content analysis of two German newspapers and one magazine published from July 2013 to June 2015 to assess chief executive officer press coverage. We focus on the personalization of chief executive officers in corporate coverage by deriving six frames which show that chief executive officers are presented very differently in the media, for example, as an individual or a representative of the company.

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Seiffert-Brockmann, Jens, Sabine Einwiller und Julia Stranzl. „Character assassination of CEOs in crises – Questioning CEOs’ character and values in corporate crises“. European Journal of Communication 33, Nr. 4 (18.03.2018): 413–29. http://dx.doi.org/10.1177/0267323118763860.

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This study explores the concept of character assassination in the field of corporate communication. We examine the perception of character traits and personal values of chief executive officers in Austria and Germany during corporate crises. Results suggest that character attacks mostly focus on a chief executive officer’s integrity, while a positive public perception of charisma seems to be related to a chief executive officer’s remaining in office. Furthermore, personal values were under more intense public scrutiny when the chief executive officer in question had to leave their office. Thus, the study suggests that character traits and values are antecedents which influence the outcomes of the process of character assassination.

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Soomro, Mansoor Ahmed, und Mohd Hizam Hanafiah. „CEO should be a generalist or specialist? Empirical foundations for leadership research“. Global Advances in Business Studies 1, Nr. 1 (01.04.2022): 1–11. http://dx.doi.org/10.55584/gabs001.01.1.

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Chief Executive Officer is the senior most leader in charge of managing an organization. This paper reviews peer-reviewed empirical studies on Chief Executive Officers, and extends the empirical arguments to Generalist and Specialist Chief Executive Officers explicitly, and in the process conceptualizes three schools of thought: Technical, Managerial and Intrapreneurial. These empirical arguments have been contrasted with dependent, independent, moderating and mediating variables from the leadership literature. Additionally, the empirical studies have been matched with two broad and three narrow leadership domains, to provide insight for further research in the area of corporate leadership. This paper indicates that Generalist Chief Executive Officers and Specialist Chief Executive Officers have different standpoints for different reasons.

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Hughes, Belinda C. „Investigating the CEO of a MAT: Examining practices and positions on ‘the street’“. Educational Management Administration & Leadership 48, Nr. 3 (06.03.2019): 478–95. http://dx.doi.org/10.1177/1741143219833688.

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The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.

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Tsao, Chiung-Wen, Yi-Hsien Wang, Shyh-Jer Chen und Miao-Ju Wang. „Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence“. German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, Nr. 3 (15.04.2019): 223–48. http://dx.doi.org/10.1177/2397002219841864.

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There is lively debate in the literature about the effects of family influence on employment practices. Particularly, little empirical research explores the role of family influence in driving a firm’s adoption of specific strategic human resource practices such as high-performance work systems. Drawing from the tenets of the resource-based and stewardship theories, this study examines the relationship between chief executive officers’ perceived human resource capability and firm adoption of high-performance work systems in family business, and the joint moderating effect of family management and ownership on the above linkage. Our analysis uses chief executive officer–human resource manager matched samples of 145 Taiwanese publicly listed firms, the results show that chief executive officers perceived human resource capability is significantly and positively associated with the adoption of high-performance work systems. Moreover, this relationship is found to be the strongest when the family assumes leadership in management (i.e. the firm has a family chief executive officer) and family ownership is high.

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Ryazanov, Sergey M. „Social Characteristics of the Ural Policemen in the 1st Half of the 19th Century (According to the Service Records of Officers in the Perm Province for 1845)“. Vestnik NSU. Series: History and Philology 20, Nr. 1 (2021): 104–14. http://dx.doi.org/10.25205/1818-7919-2021-20-1-104-114.

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Up until now Russian and foreign researchers have been studying various aspects of servicemen for more than a century and a half. However, the problem of pre-reform police bureaucracy in the Ural has stayed out of the focus of academic discussion. Therefore, the author chose this subject for the research project. The study is based on the database compiled by the author from service records of 164 police officers of the Perm province for 1845 preserved in the State Archives of the Perm region. For a more objective approach to the social and service characteristics of police officers, the author sequentially built three collective portraits using the information from database: the chief of police, an executive officer, and a clerical officer. Although representatives of the nobility predominated among the police officers of local governments (zemstvo), mayors and police chiefs usually did not possess estates or serfs. Officials of a lower rank came, predominantly, from clerks, chief officers, and clergy children. Service practices also differed: police officers, mayors and police chiefs of local governments usually belonged to army officers incapable of further military service. Executive officials often began their career, albeit not in the police, but still in the civil service. An analysis of the demographic characteristics of the bureaucratic staff showes that the average age of police chiefs was 47 years, the rest of the executive ranks – about 39 years old, clerical officials – 27 years. According to the “Table of Ranks”, the executive ranks more rapid and successful career growth. At the same time, every third bailiff and quarterly overseer had a criminal record. And every fifth clerical official had negative attestation. This allows the conclusion about the low level of professionalism of the class police officers during the reign of Nicholas I. Against the background of an ever-growing range of law enforcement and administrative tasks of the police, the situation on the ground was problematic. Ultimately, this was one of the reasons for the reorganization of the police in 1862.

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Ahearn, Kathleen, Marguerite Donohue und Pran Manga. „The Role of Consumers in Health Care Decision Making“. Healthcare Management Forum 10, Nr. 2 (Juli 1997): 25–32. http://dx.doi.org/10.1016/s0840-4704(10)60876-9.

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This paper focuses on the results of a survey of chief executive officers and consumer board members of Ontario hospitals and community health centres regarding the role of consumers in health care decision making. The opinions of both the chief executive officer and consumer board member respondents were elicited regarding the value of consumer input in decision making for the organizations studied. Results indicate that consumer board members feel that their input into organizational decision making is valued, chief executive officers value the input of consumers, and consumer involvement in decision making is increasing. More women are now involved on boards of the organizations studied, but visible minority representation remains low on hospital boards. Consumer board members feel that their decision making is influenced by providers on the board.

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Matthews, Eric, K. Scott Collins, Sandra K. Collins und Richard C. McKinnies. „Chief Executive Officers in US Hospitals“. Health Care Manager 32, Nr. 1 (2013): 69–76. http://dx.doi.org/10.1097/hcm.0b013e31827edafc.

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Dissertationen zum Thema "Chief executive officers"

Rosser, Manda Hays. „Chief executive officers: their mentoring relationships“. Texas A&M University, 2004. http://hdl.handle.net/1969.1/1474.

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The majority of mentoring research has explored mentoring from the vantage point of protégé perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988). Participants in mentoring studies have commonly been employees, college students, or mid-level managers. Little is known regarding the impact of mentoring roles in relation to top executives who are, over the span of their careers, likely to participate in developmental relationships as both mentor and protégé. In fact, accessing people who are active CEOs has been extremely problematic for a majority of interested researchers (Thomas, 1995). Limited research on mentoring and especially that on CEOs is used to inform the current Human Resource Development (HRD) scholarship and practice. The current study will inform HRD and provide insight into how mentoring relationships can be used to develop individuals in organizations. Key findings from this study were reported from a qualitative study (Moustakas, 1994) involving twelve CEOs of large for-profit US corporations who detailed their experiences as both mentors and protégés. Emerging themes from the larger study overlap, in part, with key mentoring functions as identified by Kram (1988). In addition to reinforcing and informing the work of Kram (1988), key CEOs provided insight regarding their experiences in long-term (several years or more) mentoring relationships. The combined themes resulted in a framework demonstrating the development of mentoring relationships. In addition to a general discussion of a mentoring framework, I focused the study primarily on CEO perceptions regarding the impact of their mentoring related experiences on 1) how their mentors have impacted their development; 2) how they mentor others; and 3) the relational elements in mentoring relationships. Because a rarely assessed population was studied, scholars and practitioners in HRD will gain a unique understanding and greater insight into how mentoring relationships develop professionals, particularly CEOs.

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Kolev, Gueorgui I. „Behavioural Biases and Chief Executive Officers Compensation“. Doctoral thesis, Universitat Pompeu Fabra, 2009. http://hdl.handle.net/10803/7408.

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Esta tesis consiste de tres ensayos. En el primero, documentamos la correlación imaginaria entre las decisiones de compensación de los ejecutivos (CEO) al demostrar que el hándicap de los ejecutivos que juegan al golf no está correlacionado con su desempeño en la empresa mientras que sí lo está con su compensación. Los golfistas ganan más que los que no juegan al golf, y las pagas se incrementan con la habilidad en este juego. En el segundo ensayo explicamos la reciente espiral de las compensaciones de los ejecutivos basados en el sesgo de atribución fundamental. El análisis de las series temporales agregadas y de datos de sección cruzada correspondiente a la burbuja del mercado accionario en los noventa sugiere que los accionistas exageran al atribuir las subidas y bajadas de los precios de las acciones corporativas a las aptitudes de liderazgo del ejecutivo mientras que subestiman el rol de las fluctuaciones del mercado accionario que se encuentran fuera del control de estos. En el tercer ensayo demostramos que un gran número de Ofertas Públicas Iniciales predice sistemáticamente, tanto dentro como fuera de la muestra, el subsiguiente bajo rendimientos agregado y ponderado, y la diferencia de rendimientos entre las pequeñas y grandes firmas.
This thesis consists of three essays. In the first, we document illusory correlation in CEO compensation decisions by demonstrating that golf handicaps of CEOs are uncorrelated with corporate performance, but related to CEO compensation. Golfers earn more than non-golfers and pay increases with golfing ability. In the second essay we propose a fundamental attribution bias-based explanation of the recent explosive growth in CEO pay. Analysis of aggregate time series data and cross sectional data from the late 1990s stock market bubble period suggests that shareholders overattribute prominent increases and decreases in the prices of corporate stocks to the leadership and skill of the CEOs and underestimate the role of stock market fluctuations that are beyond CEO control. In the third essay we show that increases in the number of Initial Public Offerings reliably predicts in-sample and out-of-sample decreases in subsequent equally weighted aggregate stock returns and the return differential between small and big firms.

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Garcia, Munoz Alejandro. „Leadership competencies for effective hospital chief executive officers and chief medical officers in Mexico“. Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543405.

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This study identified a leadership competency model for developing healthcare executives in Mexico based on the National Center for Healthcare Leadership (NCHL) Model. Eleven chief executive officers and chief medical officers were interviewed. They considered 86% of the National Center for Healthcare Leadership (NCHL) competencies as very important or vital and perceived a gap in the performance of these competencies. They also identified additional vital competencies beyond the scope of the NCHL's model. Participants also reported that leadership development and succession planning programs were lacking. Recommendations are to design a leadership development program using the NCHL model as a framework and further customizing the approach per the organization's unique mission, vision, strategy, values, and circumstances. The NCHL is offered as a general strategy for leader development that could be useful in the Mexican private healthcare industry, based on some "best practices" in the design and implementation of the leadership programs.

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Liang, Jia-Wen. „Relative performance evaluation and product market competition /“. view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3061955.

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Thesis (Ph. D.)--University of Oregon, 2002.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 75-77). Also available for download via the World Wide Web; free to University of Oregon users.

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Coxbill, Amanda Lynn. „Stock market reaction to a gender change in CEO“. Laramie, Wyo. : University of Wyoming, 2008. http://proquest.umi.com/pqdweb?did=1605143711&sid=1&Fmt=2&clientId=18949&RQT=309&VName=PQD.

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Mackey, Alison. „Dynamics in executive labor markets CEO effects, executive-firm matching, and rent sharing /“. Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1148305593.

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Baruah, Bidyut Jyoti. „Influence of Chief Executive Officers' management styles on organizational intrapreneurship“. Thesis, University of York, 2015. http://etheses.whiterose.ac.uk/11824/.

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Intrapreneurship is an effective and established field of organizational management research with an impressive history of around 25 years. An innovation culture that can be attained through intrapreneurial initiatives can add significant competitive advantages to the organizational framework. The roles played by Chief Executive Officers (CEOs) in any organization are vast in terms of involvement with creativity and innovation but there are no substantial researches that clearly identify any of their distinctive characteristics and management profiles associated with intrapreneurship. This thesis addresses these gaps using a qualitative research approach. Using a semi-structured interviewing approach, different CEO characteristics involved in the intrapreneurial climate have been studied. The thesis also explores the different intrapreneurial management profiles of CEOs in Small Medium Enterprises (SMEs) and how the adoption of these profiles can influence the innovation dynamics of the overall organization. Three cases of successful intrapreneurship management with their distinct CEO profiles have been illustrated in this thesis and are constructed following a longitudinal study with data primarily derived from in-depth interviews with the CEOs and different employees from these SMEs, website information, annual reports and site visits. This study will serve as a guideline for academics and corporate firms in understanding the importance of intrapreneurship in the 21st century and the role CEOs play in advancing the innovation framework of an organization. Understanding these distinctive management roles will benefit both CEOs and different organizations in approaching and practising intrapreneurial initiatives in an effective manner.

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Peng, Yan. „Accounting system quality and CEO compensation /“. view abstract or download file of text, 2005. http://wwwlib.umi.com/cr/uoregon/fullcit?p3181120.

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Thesis (Ph. D.)--University of Oregon, 2005.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 69-71). Also available for download via the World Wide Web; free to University of Oregon users.

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Chang, Yuk Ying. „Three essays on corporate finance /“. View Abstract or Full-Text, 2003. http://library.ust.hk/cgi/db/thesis.pl?FINA%202003%20CHANG.

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Roberts, Helen, und n/a. „Executive compensation in New Zealand : 1997-2002“. University of Otago. Department of Finance and Quantitative Analysis, 2007. http://adt.otago.ac.nz./public/adt-NZDU20070803.113949.

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This study investigates the relationship between CEO pay and firm performance, the asymmetric nature of pay-performance sensitivity, and the effect of CEO participation on the pay-setting process, for publicly-listed New Zealand firms during 1997 to 2002. The research is conducted using a unique hand-collected panel data set containing information about executive compensation, firm performance, ownership, firm governance and CEO participation in the pay-setting process. The sample covers the six-year period following the introduction of mandatory disclosure requirements that were imposed on executive and director compensation in 1997. An initial descriptive analysis of the data reveals a large pay difference between worker and CEO pay. In addition, pay-performance indexes for the highest and lowest paid CEOs document differences between the change in pay relative to real shareholder returns. An examination of the sensitivity between growth in CEO pay, and contemporaneous and lagged firm performance using a firm fixed-effects model, shows that not only is pay significantly related to firm size and performance but also board size, compensation risk and director share ownership. Models of the relationship between growth in CEO compensation and firm performance indicate the pay-performance sensitivity generated by cash and the change in the value of stock option holdings is reported to be three-times the magnitude of the sensitivity due to salary and bonus payments alone. In addition, growth in CEO compensation is asymmetrically related to changes in firm performance. CEO cash compensation is positively related to increases in firm value only. Total compensation is related to contemporaneous returns and positive lagged returns. Change in CEO wealth is positively related to contemporaneous returns but is more sensitive to losses. However, change in wealth also increases when lagged returns are positive and negative, implying that CEOs are able to extract pay in excess of that which is optimal under the contracting view of executive compensation. Furthermore, firms in which CEOs demonstrate a low level of participation in the pay-setting process earn higher levels of pay, which also grows at significantly greater rates than their high-participation counterparts. In particular, growth in low-participation wealth is more sensitive to positive and negative contemporaneous returns as well as being negatively related to negative lagged excess returns. This finding is opposite to theoretical predictions and can be explained by the tightly held nature of the high-participation firms which typically have fewer directors, are exposed to higher return volatility and have greater director and CEO beneficial share ownership. Consistent with the trickle-down effect, there is a positive relationship between growth in the non-performance related cash compensation awarded to CEOs and the growth in pay earned by their executive directors and employees. In addition, growth in non-CEO executive pay is not related to firm performance when there is an overpayment effect and CEOs exercise a high level of participation in the pay-setting process. Consistent with the contracting view, growth in non-CEO executive pay is positively related to firm performance with no benefits from CEO overpayments when stock option awards are included in the CEO pay contract.

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Bücher zum Thema "Chief executive officers"

Kaplan, Robert E. The warp and woof of the general manager's job. Greensboro, N.C: Center for Creative Leadership, 1991.

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Robert, Heller. The superchiefs: The people, principles and practice of the new management. London: Mercury, 1992.

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Spit͡syna, K. A. Glavnye rukovoditeli i͡aponskikh kompaniĭ: Praktika raboty. Moskva: Finansy i statistika, 1999.

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J, Galeski Paul, Hrsg. CEO best practices. Boston, MA: Aspatore Books, 2005.

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Gibbons, Robert S. Relative performance evaluation for chief executive officers. Cambridge, MA: National Bureau of Economic Research, 1989.

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Roundtable, Business. Executive compensation: Principles and commentary. Washington, DC: Business Roundtable, 2003.

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Tappin, Steve. The secrets of CEOs: 150 global chief executives lift the lid on business, life, and leadership. Boston: Nicholas Brealey Pub., 2008.

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P, Williams A. Just reward?: The truth about executive pay. London: Kogan Page, 1994.

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Williams, A. P. Just reward?: The truth about top executive pay. London: Kogan Page, 1994.

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Gattung, Theresa. Bird on a wire: The inside story from a straight-talking CEO. Wellington, N.Z: Random House NZ, 2010.

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Buchteile zum Thema "Chief executive officers"

Gottschalk, Petter. „Chief Executive Officers“. In CEOs and White-Collar Crime, 5–51. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55935-3_2.

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Dunn, Paul, James Kempton, Len Tyler, Chris Hanvey und Judith Ellis. „College Secretaries and Chief Executive Officers“. In From an Association to a Royal College, 179–87. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-43582-4_23.

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Lischka, Juliane A. „Content Analysis in the Research Field of Corporate Communication“. In Standardisierte Inhaltsanalyse in der Kommunikationswissenschaft – Standardized Content Analysis in Communication Research, 349–61. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36179-2_30.

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AbstractContent analyses in corporate communication can reveal organizational phenomena that are otherwise hard to obtain. Research themes are manifold and range from corporate social responsibility (CSR) and corporate reputation to stakeholder relations and crisis responses as well as corporate culture and employee commitment. Content analyses are able to assess concepts such as the vagueness of annual reports or the courage in speeches of chief executive officers (CEOs). Research designs employing content analysis follow qualitative, standardized manual, dictionary and machine-learning approaches, partly combined with surveys of stakeholder groups or interviews with corporate actors.

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Gottschalk, Petter. „Chief Executive Officer“. In Trusted White-Collar Offenders, 169–220. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-73862-4_6.

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Adae, Eric Kwame, und Robert Ebo Hinson. „Resisting the System: Examining How Activist Chief Executive Officers (CEOs) Drive Positive Social Change in Ghana’s Fourth Republic“. In Political Institutions, Party Politics and Communication in Ghana, 173–98. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-54744-7_10.

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Janotta, Falk. „Vom Chief Information Officer zum Chief Executive Officer“. In Chefsache Zukunft, 255–67. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-26560-1_12.

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Kashmiri, Saim, Prachi Gala und Cameron Duncan Nicol. „The Influence of Chief Executive Officers’ Regulatory Foci on Firms’ Advertising, R&D, and Corporate Social Responsibility: An Abstract“. In Back to the Future: Using Marketing Basics to Provide Customer Value, 67. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-66023-3_29.

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Heinelt, Hubert, Éric Kerrouche und Björn Egner. „From Government to Governance at the Local Level — Some Considerations based on Data Surveys with Mayors and Chief Executive Officers“. In State and Local Government Reforms in France and Germany, 207–30. Wiesbaden: VS Verlag für Sozialwissenschaften, 2006. http://dx.doi.org/10.1007/978-3-531-90271-5_12.

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García-Ramos, Rebeca, und Belén Díaz Díaz. „Chief Executive Officer (CEO Duality)“. In Encyclopedia of Sustainable Management, 1–4. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_489-1.

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Lawrence, Ian. „The chief executive officer (CEO)“. In Football Club Management, 29–41. Abingdon, Oxon ; New York : Routledge, [2018] | Series: Routledge research in football; 4: Routledge, 2018. http://dx.doi.org/10.4324/9781315519173-3.

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Konferenzberichte zum Thema "Chief executive officers"

Collins, Theodicia. „Perceptions About the Relational and Operational Practices of African American Female Chief Executive Officers“. In AERA 2022. USA: AERA, 2022. http://dx.doi.org/10.3102/ip.22.1886618.

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Collins, Theodicia. „Perceptions About the Relational and Operational Practices of African American Female Chief Executive Officers“. In 2021 AERA Annual Meeting. Washington DC: AERA, 2021. http://dx.doi.org/10.3102/1689561.

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Collins, Theodicia. „Perceptions About the Relational and Operational Practices of African American Female Chief Executive Officers“. In 2022 AERA Annual Meeting. Washington DC: AERA, 2022. http://dx.doi.org/10.3102/1886618.

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Mc Naught, M. D., und C. J. Fourie. „A review of critical problems from the desks of chief executive officers in the passenger railway service industry“. In URBAN TRANSPORT 2015. Southampton, UK: WIT Press, 2015. http://dx.doi.org/10.2495/ut150331.

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Belanić, Loris, und Bojan Baretić. „OSIGURANI RIZICI U OSIGURANjU PREKIDA POSLOVANjA“. In XVII majsko savetovanje. Pravni fakultet Univerziteta u Kragujvcu, 2021. http://dx.doi.org/10.46793/uvp21.281b.

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Business interruption insurance is a type of insurance that covers the loss of income when a company suffers a catastrophic event such as natural disaster, massive fire damage or a huge machinery failure. Closing of the business facility due to the rebuilding process, which is typically considered only property damage in insurance terms, actually has far greater impact on any company as a whole. Many owners, managers and chief executive officers view business interruption insurance predominantly as expense, but global market trends require such policies to be implemented as key basis for modern risk management. For croatian insurance market business interruption policies are still developing as a tailor-made insurance product, while in European insurance market they are considered common business practice. This work is an overview of essential factors which determine business interruption insurance.

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Karami, Azhdar. „An investigation on environmental scanning and growth strategy in high tech small and medium sized enterprises“. In 16th Annual High Technology Small Firms Conference, HTSF 2008. University of Twente, 2008. http://dx.doi.org/10.3990/2.268580687.

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The idea that environmental scanning can be a key factor to sustained competitive advantage calls for the integration of business strategy and environment. Not surprisingly, environmental scanning is widely viewed as the first step in the process linking strategy and environment. The main debate in strategy and environment is nowadays concerned with the primary importance of environmental scanning to strategy formulation and implementation. More specially, effective scanning of the environment is seen as necessary to the successful alignment of competitive strategies with environmental requirements and the achievement of outstanding performance in SMEs. This paper explores the above relationship in the British electronic manufacturing industry. It is based on the empirical evidence and the findings of a survey of 132 Chief Executive Officers’ (CEO) views on environmental scanning and strategy in SMEs. It is concluded that, there is a significant relationship between increasing the environmental scanning of the firm, and the success of the firm’s performance in small and medium sized manufacturing firms in electronic industry. Accordingly, because of dynamic aspect of electronic industry, obtaining information on several aspects of environmental sectors facilitates alignment between business strategy and environment.

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„Message from the chief executive officer“. In 2014 IEEE 8th International Conference on Intelligent Systems and Control (ISCO). IEEE, 2014. http://dx.doi.org/10.1109/isco.2014.7103899.

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Batty, Sharon, und Lindsay Hamer. „P-218 A collaborative chief executive office“. In Thinking Differently Hospice UK National Conference, 06–08 November 2023, Liverpool. British Medical Journal Publishing Group, 2023. http://dx.doi.org/10.1136/spcare-2023-hunc.238.

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Degenhart, Larissa, Mara Vogt und Paulo Roberto da Cunha. „CORPORATE GOVERNANCE AND COMPENSATION OF CHIEF EXECUTIVE OFFICER IN BRAZILIAN PUBLIC COMPANIES“. In 13th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2016. http://dx.doi.org/10.5748/9788599693124-13contecsi/rf-4157.

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Oliveira, Rafael Mello, Antônio C. G. Maçada und Adolfo A. Vanti. „Infra-estrutura de Tecnologia de Informação – Análise da Visão e Conjunto de Serviços - Estudo Piloto“. In II Simpósio Brasileiro de Sistemas de Informação. Sociedade Brasileira de Computação, 2005. http://dx.doi.org/10.5753/sbsi.2005.14964.

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A decisão de quanto investir e qual tipo de infra-estrutura determinada empresa necessita é uma escolha estratégica decisiva para as empresas. Este artigo trata da utilização do modelo proposto por Weill & Broadbent na determinação da visão e conjunto de serviços de infra-estrutura de TI em um terminal de containers, e analisa a viabilidade da utilização deste modelo em uma pesquisa quantitativa. O estudo é um teste piloto com os administradores, CIO (Chief Information Officer) e CEO (Chief Executive Officer) da Tecon Rio Grande S.A. e o produto da pesquisa é a apresentação da verificação da efetividade do modelo nas proposições apresentadas.

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Berichte der Organisationen zum Thema "Chief executive officers"

Gibbons, Robert, und Kevin Murphy. Relative Performance Evaluation for Chief Executive Officers. Cambridge, MA: National Bureau of Economic Research, April 1989. http://dx.doi.org/10.3386/w2944.

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Lynch, Clifford, und Diane Goldenberg-Hart. Beyond the Pandemic: The Future of the Research Enterprise in Academic Year 2021-22 and Beyond. Coalition for Networked Information, August 2021. http://dx.doi.org/10.56561/mwrp9673.

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In early June 2021, representatives from a number of CNI member institutions gathered for the third in a series of Executive Roundtable discussions that began in spring 2020, during the early days of the COVID-19 emergency. The conversations were intended to inform our understanding of how the pandemic had impacted the research enterprise and to share information about how institutions were planning to shape investments and strategies surrounding the research enterprise going forward. Previous Roundtables were held in April and September 2020 and reports from those conversations are available from http://www.cni.org/tag/executive-roundtable-report. As with the earlier Roundtables on this topic, June participants primarily included senior library administrators, directors of research computing and information technology, and chief research officers from a variety of higher education institutions across the US and Canada; most participating member institutions were public universities with high research activity, though some mid-sized and private institutions participated as well. The June Roundtable took place in a single convening, supplemented by an additional conversation with a key institution unable to join the group meeting due to last-minute scheduling conflicts. As before, we urged participants to think about research broadly, encompassing the humanities, social sciences, and fieldwork activities, as well as the work that takes place in campus laboratories or facilities shared by broader research communities; indeed, the discussions occasionally considered adjacent areas such as the performing arts. The discussion was wide-ranging, including, but not limited to: the challenges involving undergraduate, graduate and international students; labs and core instrumentation; access to physical collections (libraries, museums, herbaria, etc.) and digital materials; patterns of impact on various disciplines and mitigation strategies; and institutional approaches to improving research resilience. We sensed a growing understanding and sensitivity to the human toll the pandemic has taken on the research community. There were several consistent themes throughout the Roundtable series, but shifts in assumptions, planning, and preparation have been evident as vaccination rates have increased and as organizations have grown somewhat more confident in their ability to sustain largely in-person operations by fall 2021. Still, uncertainties abound and considerable notes of tentativeness remain, and indeed, events subsequent to the Roundtable, such as the large-scale spread of the Delta variant of COVID-19 in the US, have eroded much of the confidence we heard in June 2021, though probably more around instructional strategies than the continuity of the research enterprise. The events of the past 18 months, combined with a growing series of climate change-driven disruptions, have infused a certain level of humility into institutional planning, and they continue to underscore the importance of approaches that emphasize resilience and flexibility.

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Chong, Alberto E., und Virgilio Galdo. Should State-Owned Firms Change CEOs before Privatization?: The Case of the Telecommunications Industry. Inter-American Development Bank, Februar 2003. http://dx.doi.org/10.18235/0010809.

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Should state-owned enterprises change chief executive officer before privatizing? We test competing views on this question by complementing a recently released database with newly collected data. We are able to cover 77 telecommunications privatizations, which account for nearly 80 percent of the sector in terms of value. We find that CEO replacement will improve performance in the telecommunications industry before privatization as measured by penetration, operating efficiency, and profitability. CEO change before privatization does appear to have real consequences in firm performance before privatization. Moreover, findings are consistent with previous research that links CEO replacement and an increase in privatization prices

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Stegemeier, Richard J. Salton Sea Geothermal Power Plant Dedication - Remarks by Richard J. Stegemeier, President and Chief Executive Officer, Unocal Corporation. Office of Scientific and Technical Information (OSTI), April 1989. http://dx.doi.org/10.2172/897314.

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