Journal articles: 'Chief executive officers'

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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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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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Seiffert-Brockmann, Jens, Sabine Einwiller, and Julia Stranzl. "Character assassination of CEOs in crises – Questioning CEOs’ character and values in corporate crises." European Journal of Communication 33, no. 4 (March 18, 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, 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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Hughes, Belinda C. "Investigating the CEO of a MAT: Examining practices and positions on ‘the street’." Educational Management Administration & Leadership 48, no. 3 (March 6, 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, and 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, no. 3 (April 15, 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, no. 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, and Pran Manga. "The Role of Consumers in Health Care Decision Making." Healthcare Management Forum 10, no. 2 (July 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, 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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Doonan, Michael. "So you’ve just hired a killer chief digital officer – now what?" Strategic HR Review 17, no. 1 (February 12, 2018): 17–22. http://dx.doi.org/10.1108/shr-11-2017-0073.

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Purpose In 2017, companies woke up to realize that they were in the process of being disintermediated by West Coast technology players, from Google, Uber and Amazon to Facebook and Apple. Boardroom conversations were all about the need to make a play in technology, and CEOs, CHROs and heads of Talent all began recruiting Chief Digital Officers. However, newly minted Chief Digital Officers have found themselves in new, often strange, and overly ornamental and nonfunctional environments. This paper aims to discuss how to set a Chief Digital Officer up for success. Design/methodology/approach This paper presents interviews with over 100 senior Digital and Workforce Technology executives. Findings The emergence of the Chief Digital Officer is fast tracking the evolution of old industries as they compete in a tech-first world. However, without creating a proper support function, many CEOs, CHROs and Heads of Talent will find themselves cleaning up a mess rather than basking in the sun of a digital transformation. Being able to spot what type of workplace IT executive fits your company, along with having the right expectations and support in place for them to be successful, will allow you to have happy, more engaged and more productive employees for years to come. Originality/value If you plan to operate in a world of digital innovation and in the process hire a Chief Digital Officer, here are the things you need to know to ensure this executive’s success.

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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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Key, Thomas Martin, and Astrid Lei Keel. "How executives talk." European Journal of Marketing 54, no. 3 (January 31, 2020): 546–69. http://dx.doi.org/10.1108/ejm-01-2019-0105.

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Purpose This paper aims to explore how chief executive officers (CEOs) and C-suite marketing executives (chief marketing officers [CMOs], chief customer officers [CCOs], chief branding officers [CBOs], etc.) talk about marketing concepts to better understand how marketers can more effectively articulate their value and increase their strategic influence within the firm. Design/methodology/approach Artificial intelligence-enabled computerized text analysis was used to identify and weight keywords from 266 CEO and C-suite marketing executive interviews. Custom marketing concept dictionaries were used to gauge overall marketing focus. Findings The analysis revealed opportunities for C-suite marketers to align specific marketing concepts with that of CEOs for increased strategic influence. Comparisons between C-suite marketing roles showed that CMOs are more focused on marketing strategy than specialized C-suite marketing positions, such as CCO and CBO. This points to a potential decrease in strategic impact for marketing executives dependent on the specialization of their position. Research limitations/implications Using IBM Watson’s black-box artificial intelligence may limit the ability to replicate results from the content analysis; however, the results identify important ways that marketing executives can use to increase their ability to articulate their value within the firm. Practical implications C-suite marketing executives who want to increase the strategic alignment of their role with their firm must pay close attention to the marketing concepts they talk about, and how those align with their CEO’s marketing knowledge. The creation of specialized C-suite marketing roles may unintentionally limit the strategic thinking and firm-level impact of marketers. Originality/value This paper represents the first use of artificial intelligence-enabled computerized text analysis to explore and compare executive speech acts to help increase marketing’s influence in the firm. It is also the first to explore differences in marketing concept use between C-suite marketing roles.

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Ezzi, Ferdaws, Anis Jarboui, and Rim Zouari-Hadiji. "CSR categories and R&D investment: the moderating role of Managerial emotional intelligence." Management & Marketing. Challenges for the Knowledge Society 15, no. 1 (March 1, 2020): 17–37. http://dx.doi.org/10.2478/mmcks-2020-0002.

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AbstractThe purpose of this paper was to determine the important role of Chief Executive Officer emotional intelligence to explain the interaction relationship between research and development investment and corporate social responsibility categories. This research relied on the completion of a questionnaire type inquiry structured around the table-based analysis. The questionnaire was sent out to a large sample of Tunisian firms’ Chief Executive Officer. The results of the 96 valid responses were entered for analysis by the partial least squares method. They show the significant effect of Chief Executive Officers’ emotional intelligence on the relation between corporate social responsibility categories (customer, employee, community, territory and environment) and research and development investment. In addition, the Chief Executive Officer emotional intelligence provided explanations into research and development investment for the corporate social responsibility problems in Tunisia. Firstly, this study emphasized the important role of research and development investment in the corporate social responsibility categories. Secondly, a new data analysis method “decision-tree” was applied to estimate the moderating effects of managerial emotional intelligence on the CSR – R&D relationship.

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Beeson, Nicole, and Rex Hoffman. "The CMO and the Chief Nursing Officer: Creating Synergy." Healthcare Administration Leadership & Management Journal 2, no. 4 (July 2024): 182–85. http://dx.doi.org/10.55834/halmj.3303382271.

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The Chief Nursing Officer and the Chief Medical Officer are responsible for the oversight of clinical outcomes within a complex and rapidly changing environment. Much attention has been paid to the interplay between these strategic executive roles. As the two chief clinical officers, they need to create synergy to realize the imperative of exemplary care delivery. While a great deal of evidence supports a partnership model of leadership, attainment remains elusive for many CMOs and CNOs.

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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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Moore, James Hatch, and Zhongming Wang. "Passion in executive mentoring influences organizational innovativeness." Social Behavior and Personality: an international journal 46, no. 2 (February 2, 2018): 219–31. http://dx.doi.org/10.2224/sbp.6487.

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Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.

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Phillips, John D. "Corporate Tax-Planning Effectiveness: The Role of Compensation-Based Incentives." Accounting Review 78, no. 3 (July 1, 2003): 847–74. http://dx.doi.org/10.2308/accr.2003.78.3.847.

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This study investigates whether compensating chief executive officers and business-unit managers using after-tax accounting-based performance measures leads to lower effective tax rates, the empirical surrogate used for tax-planning effectiveness. Utilizing proprietary compensation data obtained in a survey of corporate executives, the relation between effective tax rates and after-tax performance measures is modeled and estimated using a two-step approach that corrects for the endogeneity bias associated with firms' decisions to compensate managers on a pre- versus after-tax basis. The results are consistent with the hypothesis that compensating business-unit managers, but not chief executive officers, on an after-tax basis leads to lower effective tax rates.

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Frey, Bruno S., and Reiner Eichenberger. "Sollen CEOs rotieren?" Die Unternehmung 75, no. 2 (2021): 271–80. http://dx.doi.org/10.5771/0042-059x-2021-2-271.

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Die Institution eines einzelnen CEO (Chief Executive Officer) hat erhebliche Schwächen. Der CEO hat andere Interessen als die Eigentümer und deren Vertreter sowie die anderen Topmanager. Einer einzelnen Person so viel Macht zuzuweisen ist riskant. Der Wechsel eines CEO verursacht hohe Kosten. Jedoch hat auch die traditionelle Alternative - ein kollektiv arbeitendes Top-Management-Team - Nachteile. Eine neue Governance-Institution - ein Team von rotierenden Chief Executive Officers - vereint die Vorteile der beiden traditionellen Modelle, ohne mit deren Nachteilen behaftet zu sein.

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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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Bostan, Ibrahim, and G. Mujtaba Mian. "Inventor Chief Executive Officers and Firm Innovation." International Review of Finance 19, no. 2 (April 22, 2019): 247–86. http://dx.doi.org/10.1111/irfi.12266.

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Gibbons, Robert, and Kevin J. Murphy. "Relative Performance Evaluation for Chief Executive Officers." ILR Review 43, no. 3 (April 1990): 30—S—51—S. http://dx.doi.org/10.1177/001979399004300303.

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Bradley, Samuel. "The relationship between CEO compensation and company performance in a South African context." Journal of Economic and Financial Sciences 6, no. 3 (October 31, 2013): 539–64. http://dx.doi.org/10.4102/jef.v6i3.247.

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The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research, the compensation of chief executive officers was broken down into three components: salary, bonus and ‘other’ remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age, experience and compensation was also found.

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Vähämaa, Emilia. "Female executives and corporate governance." Managerial Finance 43, no. 10 (October 9, 2017): 1056–72. http://dx.doi.org/10.1108/mf-04-2016-0098.

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Purpose The purpose of this paper is to examine whether the gender of the top executives is associated with the strength of corporate governance mechanisms within a firm. Design/methodology/approach The paper uses panel and instrumental variable regressions on an eight-year sample of the S&P 1,500 firms. Findings The results indicate that firms with female Chief Executive Officers (CEOs) and Chief Financial Officers have higher quality governance practices. Moreover, female CEOs are documented to have the most significant influence on the governance attributes related to the board of directors and takeover defenses mechanisms. Originality/value Overall, these findings indicate that the gender of the firm’s executives may have important implications for the strength of corporate governance. The paper promotes the importance of the recent national policies in numerous countries on gender quotas at the executive level.

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Nleya, Lizanani, and Bibi Chummun. "The Influence of Strategic Leadership Roles of Chief Executive Officers on the Performance of Small and Medium Enterprises in Zimbabwe." African Journal of Inter/Multidisciplinary Studies 4, no. 1 (2022): 296–310. http://dx.doi.org/10.51415/ajims.v4i1.1031.

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Chief Executive Officers of small and medium enterprises have a tremendous task to strategically lead their institutions to become active players contributing positively to the gross domestic product and create more employment opportunities. This study seeks to establish the influence of strategic leadership roles of Chief executive officers/owners of small and medium enterprises on the performance of these institutions in the Zimbabwean economy. The study followed the quantitative research approach to collect data using a 5-point Likert scale questionnaire from a sample size of 373 respondents selected using the simple random sampling method. The study employed the exploratory factor-structural equation modelling process to analyse data after collating several questions from the extant literature. The analysis tools used were the IBM SPSS Statistics v26 and IBM SPSS Amos v26 software. All the five strategic leadership roles had a significant effect on the performance of Small and Medium Enterprises. The study findings will help Chief Executive Officers of Small Medium Enterprises in Zimbabwe to execute their strategic leadership roles incisively with due diligence given their effect on the performance of Small and Medium Enterprises.

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Fleenor, Patrick, David L. Kurtz, and Louis E. Boone. "Where Theres Smoke, You May Be Fired: The Smoking Habits Of American Chief Executive Officers." Journal of Applied Business Research (JABR) 4, no. 2 (October 27, 2011): 81. http://dx.doi.org/10.19030/jabr.v4i2.6436.

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This paper looks at the subject of CEO smoking behavior, as related to family social background, education, and occupational status. The article was developed from a data bank of 243 chief executive officers who responded to a comprehensive questionnaire about their personal habits and traits. Chief executives as a group contain far fewer smokers than the national average, and tend to discriminate against smokers. Career implications for aspiring junior executives are drawn.

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Morrow, Mary R., and Gay Landstrom. "Finding a Better Way Through Discovery, Theory, and Nursing’s Pact With Society." Nursing Science Quarterly 34, no. 1 (December 21, 2020): 33–38. http://dx.doi.org/10.1177/0894318420965204.

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This is a dialogue between two PhD nurses who have served as chief nursing officers; one is now in academia wondering about current scholarly endeavors in practice. Topics addressed include working relationships at the executive level, the chief nursing officer that is PhD prepared, theory in practice, scrambling to honor nursing’s pact with society during the COVID-19 pandemic, and some recommendations for academia.

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Lee, Heiwai, and Crystal J. Scott. "The Impact Of Customer Satisfaction On Chief Marketing Officers Compensation." Journal of Applied Business Research (JABR) 29, no. 1 (December 27, 2012): 35. http://dx.doi.org/10.19030/jabr.v29i1.7553.

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As an intangible marketing asset, customer satisfaction is rarely apparent on financial statements. The contribution of customer satisfaction on firm financial performance is well documented, but it is unclear whether this positive link is reflected in executive compensation. Besides, executives are often compensated for short-term financial results but the outcome of marketing actions is rarely captured in a short horizon. This research seeks to determine if the compensation of Chief Marketing Officers (CMO), who is primarily responsible for marketing outcome, is impacted by customer satisfaction. We find that customer satisfaction has a significantly positive impact on the total cash compensation of CMO and its cash and bonus components when controlling for firm performance, firm size, and innovation. Overall, our results support the inclusion of nonfinancial performance measures, specifically customer satisfaction, in designing senior marketing executive compensation packages.

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Ososuskpor, Joy, and Ehijiele Ekienabor. "Corporate Governance Disclosure Attributes and Organisational Performance in Sub-Sahara Africa." Trends Economics and Management 17, no. 41 (June 28, 2023): 41–57. http://dx.doi.org/10.13164/trends.2023.41.41.

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Purpose of the article: There seems to be lack of studies on the link between corporate governance disclosure attributes and organisational performance, particularly for consumer and industrial goods companies in sub-Sahara Africa in a single study. Consequently, this study was carried out with the view to evaluating whether certain corporate governance disclosure attributes (chief executive officer compensation and share ownership) affect organisational performance (return on capital employed) in sub-Sahara Africa.Methodology/Methods: Secondary data from 2012–2021 were obtained from the annual reports and accounts of sixteen (16) companies, of which four (4) were selected from each region of sub-Saharan Africa (West Africa: Nigeria; Southern African: South Africa, East Africa: Kenya; and Central Africa: Egypt). Data obtained were analysed via descriptive (mean, median, standard deviation, minimum and maximum values, kurtosis, skewness and Karl Pearson correlation matrix), post estimation (factor and principal component analyses, variance inflation factor and heteroscedasticity) and inferential (Ordinary Least Square, Fixed and Random Effects Regression) statistical tools.Scientific aim: This paper assessed corporate governance disclosure attributes and organisational performance in sub-Sahara Africa.Findings: The fixed and random regression result indicated that while chief executive officer compensation had significant relationship with organisational performance (coefficient = –1.1971; z_value = –3.40 and prob_z = 0.001), chief executive officer share ownership (coefficient = 0.00087, z_value = 0.04 and prob_z = 0.082) had insignificant relationship with organisational performance in sub-Saharan Africa.Conclusion: The study advocates the need to decrease chief executive officer share ownership concentration, as it may probably reduce decision-making process, transparency and objectivity of the board. Thus, concentration of chief executive officer sharehodling should be taken seriously by top management in that chief executive officers should not be accorded too much opportunity to aquire companies’ stocks.

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Kalelkar, Rachana, and Qiao Xu. "Different tenure phases of executives and audit fees." Review of Accounting and Finance 20, no. 5 (October 20, 2021): 298–325. http://dx.doi.org/10.1108/raf-08-2020-0232.

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Purpose The authors investigate whether the different tenure phases of executives have a differential effect on audit pricing. Two alternate views – career concern and power – can explain the effect of executives’ tenure on audit pricing. This paper aims to determine, which viewpoint dominates in explaining the relationship between audit pricing and executive tenure phases. Design/methodology/approach Using a sample of 11,198 firm-year observations from 2007 to 2016, the authors adopt an ordinary least squares regression model to assess the impact of the middle and long phases of executives’ tenure on audit fees. Findings Audit fees are significantly lower when executives enter the middle and long phases of tenure. The reduction in audit fees is greatest as both chief executive officers and chief financial officers enter the long tenure phase. Although audit fees gradually decrease as executive tenure is extended, they start increasing two years before the end of executive tenure. Furthermore, the negative association between the executive tenure phase and audit fees is greater when the executive is appointed externally. Finally, the long phase of executive tenure also mitigates the positive relationship between audit fees and internal control weaknesses. Research limitations/implications This study is based on US data. Future research may extend this study to other countries. Practical implications The findings are important to firms, practitioners and academicians, particularly, as the length of tenure of top executives has increased in recent years. By documenting that executives’ middle and long tenure phases reduce audit fees, the findings highlight the importance of maintaining executives in the firm. Finally, the findings have implications for investors, policymakers and auditors to identify companies with high audit risk. Originality/value This study is the first to document the impact of executives’ middle and long tenure phases on audit fees.

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Takács, Ildikó, Veronika Takács, and Anna Kondor. "Empirical Investigation of Chief Executive Officers' Personal Brand." Periodica Polytechnica Social and Management Sciences 26, no. 2 (August 6, 2018): 112–20. http://dx.doi.org/10.3311/ppso.10883.

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Leadership has been a topic of investigation in organizational studies for many years. Several researchers have investigated the ideal leader, and even more theories and models have been built around the concepts of leadership style, behavior, personality, performance, competences, skills and so on. However, studies of how these characteristics are combined as 'personal brands', and how they are perceived by the social environment are clearly lacking. The aim of the paper is therefore to identify the dimensions of CEOs' personal brand, in other words to investigate the aspects that apply to leaders’ social environment and to perceive and evaluate them. Using exploratory factor analysis on a Hungarian sample, three factors have been identified as the basis for CEOs' personal brand: competence, morality and humanity.

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Hurd, Amy R., and Tracy Buschbom. "Competency development for chief executive officers in YMCAs." Managing Leisure 15, no. 1-2 (April 2010): 96–110. http://dx.doi.org/10.1080/13606710903448186.

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Beggs, Joyce M., and Dorothy C. Doolittle. "MINTZBERG REVISITED: A STUDY OF CHIEF EXECUTIVE OFFICERS." Leadership & Organization Development Journal 9, no. 6 (June 1988): 17–21. http://dx.doi.org/10.1108/eb053648.

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Fain, Adeline E. "Managerial Role Perceptions of State Chief Executive Officers." Community College Review 15, no. 3 (December 1987): 5–12. http://dx.doi.org/10.1177/009155218701500301.

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Jouber, Habib. "Are over-paid Chief Executive Officers better innovators?" Journal of Economics Finance and Administrative Science 18, no. 35 (December 2013): 63–71. http://dx.doi.org/10.1016/s2077-1886(13)70031-3.

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GERAKOS, JOSEPH. "Chief executive officers and the pay–pension tradeoff." Journal of Pension Economics and Finance 9, no. 2 (November 26, 2009): 303–19. http://dx.doi.org/10.1017/s1474747209990345.

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AbstractThe theory of equalizing differences predicts that workers trade pay for benefits, but empirical confirmation of such tradeoffs is rare. This study investigates the extent to which chief executive officers (CEOs) trade pay for pension benefits. For a sample of S&P 500 CEOs, I find that an additional dollar of pension benefits is associated with a 48 cent decrease in pay. Although the tradeoff estimate is significantly different from zero, it is also significantly less than the anticipated rate of dollar-for-dollar, especially for CEOs with relatively more bargaining power over their boards of directors. This implies that the implicit price of pension benefits decreases with the CEO's bargaining power, so pooling datasets on CEOs with varying degrees of power blurs the size of the pay–pension tradeoff.

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Boissoneau, Robert. "Strategic Planning As Used by Chief Executive Officers." Journal of Hospital Marketing 6, no. 2 (October 26, 1992): 1–17. http://dx.doi.org/10.1300/j043v06n02_01.

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Huang, Nan, and Jia-hui He. "The Effect of CFO Characteristics on the Quality of Real Surplus: A Case Study of the Chinese Real Estate Industry." Asian Journal of Economics, Business and Accounting 24, no. 6 (June 11, 2024): 576–87. http://dx.doi.org/10.9734/ajeba/2024/v24i61383.

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The article selects the data on the characteristics of finance chief executive officers of real estate listed companies from 2018 to 2022 as a research sample and explores the relationship between the heterogeneous characteristics of finance executives and concurrent positions and real surplus management from five perspectives: gender, age, tenure, educational background, salary and compensation of finance chief executive officers. The study shows that: in the real estate industry, gender, salary, and compensation of financial CEOs are not related to surplus management; age is significantly positively related to surplus management in the case of concurrent directorship and significantly negatively related in the case of non-concurrent directorship; tenure of financial CEOs is significantly negatively related to surplus management in the case of non-concurrent directorship; and educational background of financial CEOs is significantly positively related to surplus management in the case of non-concurrent directorship.

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Meldrum, Helen Mary. "Recruiting for Resilience." International Journal of Applied Management Theory and Research 4, no. 1 (January 2022): 1–18. http://dx.doi.org/10.4018/ijamtr.288506.

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Bringing a safe and effective pharmaceutical product or medical device to market requires an astonishing amount of time and money. This research features interviews with the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of many of the most successful life science firms in the USA with the goal of to capturing their thoughts on the recruitment of new hires. The executives screened candidates for emotional commitment as an essential quality to complete the long process of bench science, regulatory clearance and product positioning in the market. They sought to hire experienced team members who thought of set-backs as problems to be solved on the way to providing life-altering options for patients. These C-suite leaders needed to create a productive workplace culture, enhanced by a diverse group of professionals with a variety of experiences and temperaments. Participants noted that shared vision and resilience played a greater role in predicting performance than any particular skill-set discernible from a resume.

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Chusmir, Leonard H., and Ana Azevedo. "Motivation Needs of Sampled Fortune-500 Ceos: Relations to Organization Outcomes." Perceptual and Motor Skills 75, no. 2 (October 1992): 595–612. http://dx.doi.org/10.2466/pms.1992.75.2.595.

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Motive scores (needs for Achievement, Affiliation, and Power) of the chief executive officers of the nation's 50 largest industrial firms were determined using content analysis of letters to stockholders contained in the firms' annual reports. The scoring method was a modification of the standard TAT scoring procedure. Results showed chat chief executive officers' high need Achievement was correlated with relative growth in sales, while high need Power was correlated with relative growth in profits. Effects of need Achievement and need Power also were examined for return on equity and return on sales. Implications are discussed.

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Griffin, John M., Samuel Kruger, and Gonzalo Maturana. "Personal infidelity and professional conduct in 4 settings." Proceedings of the National Academy of Sciences 116, no. 33 (July 30, 2019): 16268–73. http://dx.doi.org/10.1073/pnas.1905329116.

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We study the connection between personal and professional behavior by introducing usage of a marital infidelity website as a measure of personal conduct. Police officers and financial advisors who use the infidelity website are significantly more likely to engage in professional misconduct. Results are similar for US Securities and Exchange Commission (SEC) defendants accused of white-collar crimes, and companies with chief executive officers (CEOs) or chief financial officers (CFOs) who use the website are more than twice as likely to engage in corporate misconduct. The relation is not explained by a wide range of regional, firm, executive, and cultural variables. These findings suggest that personal and workplace behavior are closely related.

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Santora, Joseph C. "A response to global nonprofits’ succession failure." Human Resource Management International Digest 27, no. 1 (January 14, 2019): 7–10. http://dx.doi.org/10.1108/hrmid-09-2018-0181.

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Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

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Wood, John, and Tricia Vilkinas. "Characteristics of chief executive officers Views of their staff." Journal of Management Development 23, no. 5 (June 2004): 469–78. http://dx.doi.org/10.1108/02621710410537074.

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Rao, M. S. "A blueprint to build women chief executive officers globally." Thunderbird International Business Review 61, no. 2 (May 28, 2018): 99–104. http://dx.doi.org/10.1002/tie.21990.

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Joynt, Karen E., Sidney T. Le, E. John Orav, and Ashish K. Jha. "Compensation of Chief Executive Officers at Nonprofit US Hospitals." JAMA Internal Medicine 174, no. 1 (January 1, 2014): 61. http://dx.doi.org/10.1001/jamainternmed.2013.11537.

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Kim, Huong Trang, Thi Quynh Thu Nong, Quang Nguyen, Thi Khanh Chi Nguyen, Huong Giang Pham, and Manh Tuan Kim. "Impacts of firm performance on chief executive officers’ overconfidence." Journal of International Economics and Management 24, no. 1 (March 21, 2024): 40–60. http://dx.doi.org/10.38203/jiem.024.1.0079.

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This research investigates the intricate relationship between firm performance and chief executive officer (CEO) overconfidence, drawing on data obtained from a comprehensive analysis of 733 publicly listed U.S. companies from 2015 to 2021. The study employs stock-option data, as inspired by the seminal work of Malmendier and Tate (2005), a robust metric to gauge CEO overconfidence. The empirical findings contribute significantly by establishing a positive correlation between firm performance and the manifestation of CEO overconfidence. This discerned pattern suggests that as firm performance improves, there is an accompanying increase in the likelihood of CEOs exhibiting overconfident behaviors in their decision-making processes. This insight significantly enriches our understanding of the complex interplay between organizational success and the psychological attributes of corporate leadership. Furthermore, the study unveils variations among different firm types, revealing that non-financial firms, particularly those exhibiting strong performance, are more prone to having overconfident CEOs compared to their counterparts in the financial sector. In addition to these insights, the research explores the impact of the COVID-19 pandemic on this dynamic relationship, underscoring an intensified influence of firm performance on CEO overconfidence during this period. This investigation unveils the nuanced dynamics introduced by external disruptions, shedding light on how executive decision-making adapts to unprecedented challenges posed by global events.

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Waldman, J. D., H. L. Smith, and J. N. Hood. "Physicians and Hospital Chief Executive Officers: Reaching Common Ground." Journal of Investigative Medicine 54, no. 1_suppl (January 2006): 129. http://dx.doi.org/10.1177/108155890605401s167.

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Catipay Campoy, Archer, and Jouhvyn Catipay Campoy. "AUTOMATIC DEPUTATION: IMPACT ON POLICE FUNCTIONS." International Journal of Advanced Research 10, no. 06 (June 30, 2022): 348–54. http://dx.doi.org/10.21474/ijar01/14894.

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The study aimed todetermine the extent of the exercise of the automatic deputation by the local chief executive as perceived by the respondents and the level of impact of the exercise of automatic deputation by the local chief executive on the different types of police functions. The research study utilized a descriptive methodology. The researchers designed a questionnaire. The statistical tools includedweighted mean, Pearson r Product Moment Coefficient Correlation (r), and theT-Test for Correlated Datain order to determine the significance of the relationship between the independent and dependent variables. The findings revealed that the extent of the lawful exercise of the automatic deputation by the local chief executive positively impacts police functions. The authority of the mayor to control and supervise the Philippine National Police is an effective instrument of the state which guarantees the delivery of professional and excellent police services to the public. Thus, the authors would like to offer that the police officers should deliver professional services with impartiality and in the interest of the public should conduct themselves in accordance with standards and laws the local chief executive sustains honest adherence to legal mandate in the exercise of control and supervision over the PNP theCongress of the Philippines should review Republic Act 8551 in order to reinforce the mechanisms that would entirely prevent abuses by local chief executives.

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Borowski, Piotr F. "Innovative Processes in Managing an Enterprise from the Energy and Food Sector in the Era of Industry 4.0." Processes 9, no. 2 (February 19, 2021): 381. http://dx.doi.org/10.3390/pr9020381.

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The paper analyzes issues related to production processes in learning organizations using innovative solutions based on the Industry 4.0 paradigm. This study was realized by surveys and observation of companies operating in the energy and food sectors. These are sectors that in recent years have started to intensively implement innovative solutions and are undergoing a transformation towards an intelligent (digital) enterprise, which uses virtual reality, supported by effectively controlling the non-player characters (NPCs). The presented examples can be inspiration for chief executive officer (CEOs), chief operating officers (COOs), and chief information officers (CIOs), the people managing companies for investment in innovative solutions. The implementation of Industry 4.0 solutions, as well as new machines design according state-of-the-art achievements of mechanical engineering rules, will allow companies to implement new products, achieve better results (e.g., more products with lower production cost), increase operational efficiency (e.g., lower energy and water consumption), and meet environmental requirements (e.g., reduce CO2 emission, introduce zero-emission energy production).

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Journal articles on the topic 'Chief executive officers'

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