Relevant bibliographies by topics / Chief executive officers, fiction

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Chief executive officers, fiction'

Author: Grafiati
Published: 29 July 2024
Last updated: 30 July 2024

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Journal articles on the topic "Chief executive officers, fiction"

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Bazin, Yoann. "On the issue of stability of Wall Street CEOs, while hoping for cultural changes in the financial sector." Society and Business Review 10, no. 1 (February 9, 2015): 91–98. http://dx.doi.org/10.1108/sbr-12-2014-0057.

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Purpose – This paper aims to open up dialogue between several popular non-fiction books written on Lehman Brothers – and its chief executive officer (CEO) Dick Fuld in particular – and the academic literature on leadership and organizational culture. Design/methodology/approach – Vicky Ward’s book The Devil’s Casino is examined closely to understand the influence of the bank’s CEO on the organizational culture. Findings – A notable instance of coupling is highly recurrent in the book, linking the personality of Dick Fuld with his top management team and Lehman Brothers’ employees. Originality/value – Focusing on the CEO’s personality, this article engages with the academic literature allowing for a distinct problematization of the issue, and a potential resolution: the importance of changes in leadership to trigger an evolution in Wall Street’s culture.
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Faith Ogagaoghene, OBAROLO, Associate Professor (Mrs.) Mary JOSIAH, and 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, no. 9 (October 1, 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, and Thomas Koch. "Presentation of CEOs in the media: A framing analysis." European Journal of Communication 33, no. 3 (March 14, 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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Asuquo, Ndifreke Bassey, and Osasu Obaretin. "Chief Executive Officers and their Boards: a Play of Power." Business and Management Research 8, no. 2 (June 24, 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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Soomro, Mansoor Ahmed, and Mohd Hizam Hanafiah. "CEO should be a generalist or specialist? Empirical foundations for leadership research." Global Advances in Business Studies 1, no. 1 (April 1, 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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Matthews, Eric, K. Scott Collins, Sandra K. Collins, and Richard C. McKinnies. "Chief Executive Officers in US Hospitals." Health Care Manager 32, no. 1 (2013): 69–76. http://dx.doi.org/10.1097/hcm.0b013e31827edafc.

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Collins, Sandra K., Eric P. Matthews, Richard C. McKinnies, Kevin S. Collins, and Steven C. Jensen. "Chief Executive Officers in US Hospitals." Health Care Manager 28, no. 2 (April 2009): 134–41. http://dx.doi.org/10.1097/hcm.0b013e3181a2eab0.

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Hsu, Hsiao-Tang, and Sarfraz Khan. "Chief accounting officers and audit efficiency." Asian Review of Accounting 27, no. 4 (December 2, 2019): 614–38. http://dx.doi.org/10.1108/ara-09-2018-0171.

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Purpose The purpose of this paper is to investigate the roles of chief accounting officer (CAO) on the efficiency of auditing process and to empirically examine the association between separate CAO appointment and audit report lag (ARL). Design/methodology/approach This study employs firms listed in the US market from 2004 to 2012. The firm year having a CAO who does not simultaneously take other executive position is specifically identified. Firm years with job titles similar to CAO, such as chief accounting executive, vice president of accounting or corporate accounting executive, are categorized into the CAO group. Findings The presence of a separate CAO significantly reduces ARL. With the appointment of a new auditor, the presence of a separate CAO is associated with lower ARL, suggesting the moderating effect of separate CAOs on the relationship between auditor change and audit delay. Practical implications This study shows the importance of CAO, an executive who is specifically responsible for carrying out accounting functions. The findings suggesting the positive effects of separate CAO on external audit process and the timeliness of information should be of interest to firms, financial reporting users, auditors and regulators. Originality/value While few studies address CAO-related issues, the roles of a CAO are not widely explored and how a separate CAO affects external audit process remains an open question. This study fills this gap and further documents the contribution of separate CAO in external audit work to enrich literature in executive roles and audit efficiency at the same time.
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Chinwe, Dike Chinonso, Dr Emeka Obiora Peters, and Dr okeke Franklin C. S. "Chief Executive Officers Dynamics And Corporate Voluntary Disclosures in Nigeria and South Africa." Journal of Accounting and Financial Management 8, no. 7 (August 29, 2023): 50–63. http://dx.doi.org/10.56201/jafm.v8.no7.2022.pg50.63.

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This study investigated the effect of Chief Executive Officers Dynamics on voluntary disclosure of selected industrial goods firms in Nigeria and South Africa. Corporate social responsibility was used as dependent variable while chief executive officers’ tenure, chief executive officers’ age, chief executive officers’ experience, were used as independent variables. A sample of 26 quoted industrial goods firms from two African countries (Nigeria and South Africa) was used for the period of ten years spanning 2012 to 2021. The study employed ex-post facto and longitudinal research design. The secondary sources of data were collected from annual reports and seven (3) specific objectives and hypotheses were subjected to some preliminary data tests like descriptive statistics, Pearson correlation analysis, Variance inflation factor, histogram normality tests and were tested using binary logit least regression analysis. Using a sample of 260 from two African countries firm-year observations, the result revealed that chief executive officers tenure and chief executive officers experience has positive and significant effect on voluntary disclosure practices which was statistically significant at 1% and 5% levels of significance respectively while, CEO Age was found to have negative and insignificant effect on voluntary disclosure practices. Based on the findings made, the study recommends among others that quoted industrial goods firms in Nigeria and South Africa should ensure that the long tenure of CEOs should be encouraged among Nigeria firms while the maximum three years of CEO tenure should be discouraged among South Africa firms and it should be backed up by law and strictly enforced. Again, the study recommend that management of industrial goods firms in Nigeria and South Africa should Long tenure of CEOs should be encouraged among Nigeria firms while the maximum three years of CEO tenure should be discouraged among South Africa firms and it sho
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Gibbons, Robert, and Kevin J. Murphy. "Relative Performance Evaluation for Chief Executive Officers." Industrial and Labor Relations Review 43, no. 3 (February 1990): 30S. http://dx.doi.org/10.2307/2523570.

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Dissertations / Theses on the topic "Chief executive officers, fiction"

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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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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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MacGuire, Robert M. Cameron. "The career pattern and profile of Canadian university chief executive officers." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape16/PQDD_0018/MQ29499.pdf.

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MacGuire, Robert Cameron. "The career pattern and profile of Canadian university chief executive officers /." Thesis, McGill University, 1997. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=35310.

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The objective of this study was to determine the career pattern and profile of Canadian university CEOs. As well, it was anticipated that a career pattern model and profile for future research would be developed. A survey design was employed. Sixty-one of 83 CEOs provided usable data. A 22 item questionnaire was developed to elicit data concerning their career patterns and profiles. Data were converted into 31 items for statistical analysis. It was concluded that CEOs' careers followed either an academic or administrative pattern. The typical CEO began their career as an educator, and continually moved toward administrative positions, typically in higher education institutions. The typical CEOs' was a male, 54 years old, married, Christian (Protestant), with an earned doctorate in a Profession or Humanities fields from an institution outside of Canada. The development of a"career tree" model was the salient finding of the study.
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White, Stuart. "Narcissistic chief executive officers and corporate acquisitions : An upper echelons perspective." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-15617.

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This study investigates how chief executive officer narcissism impacts the organizations strategic decisions and outcomes. Rooted in the idea that the organization is a reflection of its top managers, I theorize that narcissistic chief executive officers may influence the decision process leading to corporate acquisitions. Furthermore, taking into account the Dotcom bubble and subprime-crash, research on merger waves is incorporated into the research framework as an outside of the organization effect impacting organizational outcomes. Using a sample of 116 acquisitions by 60 chief executive officers at public listed U.S. firms this is tested from 1994-2017. The results show little to no connection between chief executive officer narcissism and corporate acquisitions in total, international acquisitions or through truly large acquisitions. Though there is a positive connection between observable characteristics such as education and age influencing the decision to acquire firms. When comparing the sample of 116 acquisitions to a general market sample of 4379 acquisitions, a connection to merger wave theory is identified.
Denna studie undersöker hur verkställande direktör narcissism påverkar organisationens strategiska beslut och utfall. Med förankring i idén att organisationen är en reflektion av sina ledare, teoretiserar jag för hur narcissistiska verkställande direktörer kan influera beslutsprocessen som leder till företagsförvärv. Vidare, genom att ta i beaktning IT bubblan och finanskrisen, inkorporeras forskning om merger waves i det teoretiska ramverket som en extern faktor vilket påverkar organisatoriska utfall. Med ett urval av 116 uppköp av 60 verkställande direktörer på publika företag i USA testas detta under perioden 1994-2017. Resultatet visar lite till ingen koppling mellan narcissistiska verkställande direktörer och företagsförvärv vare sig totalt, internationella förvärv eller genom mycket stora förvärv. Däremot visar denna studie en koppling mellan observerbara egenskaper såsom utbildning och ålder påverkar beslutet att förvärva företag. När urvalet 116 förvärv jämförs med ett generellt marknadsurval på 4379 förvärv, påvisas det en koppling till merger wave teori.
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Alomar, Abeer S. A. E. "Leadership effectiveness from the perspective of Chief Executive Officers in Kuwait." Thesis, University of Bradford, 2015. http://hdl.handle.net/10454/11881.

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This research explores leadership effectiveness in organisations in Kuwait from the perspective of Chief Executive Officers (CEOs). This is an area that has been neglected by the extant literature, and no integrated model for assessing CEO effectiveness exists for us to fully understand the phenomenon. Based on a positivist qualitative research approach, evidence was drawn from 16 CEOs using semi-structured interviews. The evidence was corroborated by using data obtained from participant observations of two CEOs working in the same organisation as the researcher. The results indicated that CEOs perceive leadership effectiveness as driving execution and not necessarily the realisation of goals themselves. Their experiences of leadership lead to CEOs in Kuwait believing that leadership effectiveness depends on their leadership style, relationship with the Board and the Executives, experience and family ground, societal and organisational culture, the business environment and CEO characteristics. On the basis of the participants’ perceptions of leadership effectiveness, it is recommended that CEO leadership development in Kuwait should focus on these areas, as this should equip CEOs to be effective in formulating clear visions and executing strategies to enable economic development of the country, and this should help them to compete globally. As the study focused on private and public companies, future research could consider CEOs from governmental and not-for-profit organisations to expand the sample of CEOs.
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Books on the topic "Chief executive officers, fiction"

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Joe, Kelly. Facts against fictions of executive behavior: A critical analysis of what managers do. Westport, CT: Quorum Books, 1993.

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Dunaway, Michele. Bachelor Ceo. Toronto ; New York: Harlequin, 2009.

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Meier, Susan. The boss's urgent proposal. New York, NY: Silhouette Books, 2002.

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Meier, Susan. The boss's urgent proposal. New York, NY: Silhouette Books, 2002.

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Bandler, James. A quick killing. Pittsburgh, PA: SterlingHouse Publisher, 2000.

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James, Melissa. His housekeeper bride. Toronto: Harlequin, 2009.

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Morris, Julianna. Last chance for baby (Having the Boss's Baby). New York: Silhouette Books, 2002.

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Morris, Julianna. Last chance for baby. New York: Silhouette Books, 2002.

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Hart, Jessica. Promoted: to Wife and Mother. Toronto, Ontario: Harlequin, 2008.

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Cooper, Ethan. In control. New York: SJE Pub., 1999.

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Book chapters on the topic "Chief executive officers, fiction"

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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, and 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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Adae, Eric Kwame, and 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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Kashmiri, Saim, Prachi Gala, and 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, and 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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Thakur, Shivani. "CSR Communication on Social Media as a Driver of the Non-financial Performance of the Firm: Role of Chief Executive Officers and Senior Executives in CSR Communication: A Viewpoint." In Corporate Social Responsibility in Difficult Times, 3–17. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-2591-9_1.

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"1. Chief Executive Officers." In Finance and the Good Society, 17–26. Princeton: Princeton University Press, 2013. http://dx.doi.org/10.1515/9781400846177-004.

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Herschel, Richard T. "Chief Knowledge Officers." In Encyclopedia of Information Science and Technology, First Edition, 409–13. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-553-5.ch072.

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A chief knowledge officer (CKO) is a senior executive who is responsible for ensuring that an organization maximizes the value it achieves through one of its most important assets-knowledge. Knowledge is often defined as information exercised for problem solving, understanding, and benefit. By adopting a CKO, firms formally recognize that knowledge is an asset that needs to be captured, disseminated, and shared to enhance firm performance and value creation. And most of all, they realize it is an asset that must be managed. Knowledge management is seen as essential, because firms today are valued in part on market perceptions of expertise as expressed through their processes, products and services (Choo, 1998).
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Sutton, Jeffrey S. "One Chief Executive or Many?" In Who Decides?, 147–82. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197582183.003.0006.

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This chapter compares the unitary executive at the federal level with the plural executive at the state level. The fifty state constitutions and the United States Constitution share a “surface similarity” in describing the authority of their chief executives: They both vest executive power in a governor or president. But in practice, there are many differences. At the national level, the US Constitution places all executive authority in one president who controls the executive-branch officers through the singular authority to choose all cabinet members. What’s called a unitary executive largely is one, given the president’s authority to hire and fire these executive branch officers. Contrast the state side. In response to the states’ colonial experiences with a monarch, many of the first state constitutions created weak executive branches. All but one of the original state constitutions also mandated that the governor work alongside an executive council. In many states, constitutional executive offices—secretary, treasurer, auditor—are often chosen by the legislature. The rise of the state attorneys general as a source of local and national power offers one illustration of the salience of the plural executive.
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Conference papers on the topic "Chief executive officers, fiction"

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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., and 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, and 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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Reports on the topic "Chief executive officers, fiction"

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Gibbons, Robert, and 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, and 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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