Relevant bibliographies by topics / Directories and executives

Academic literature on the topic 'Directories and executives'

Author: Grafiati
Published: 25 July 2024
Last updated: 31 July 2024

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Journal articles on the topic "Directories and executives"

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Phillips, Peter, and Julie Cotter. "The technostructure gap the educational qualifications of executive and non-executive directors." Corporate Ownership and Control 7, no. 4 (2010): 102–13. http://dx.doi.org/10.22495/cocv7i4p7.

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The purpose of this paper is to investigate the educational qualifications and experience of executive and non-executive members of directorial boards in Australia. Inspired by Galbraith’s (1967) analysis of the ‘technostructure’, we examine the educational qualifications of managerial (executive) directors and non-executive directors to assess the extent of divergences in the relevance (to the company’s operations) of executives’ and non-executives’ educational qualifications. In addition, we measure the ‘relatedness’ of executives’ and non-executives’ educational qualifications to determine the extent to which the set of educational qualifications of executive directors diverges from that of non-executive directors. We find significant differences in the relevance of the educational qualifications possessed by executives and non-executives. We also find very low relatedness between the two sets of educational qualifications. The advantages of board diversity on the one hand and the disadvantages that may attend potentially sub-optimal technical information flow on the other are discussed.
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Suzuki, Haruto. "Impact of Culture on Strategic Management in Japan." International Journal of Strategic Marketing Practice 5, no. 1 (April 17, 2023): 46–55. http://dx.doi.org/10.47604/ijsmp.1937.

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Purpose: The study sought to analyze the impact of culture on strategic management in Japan Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that culture has a significant impact on strategic management. It can influence the types of information managers rely on when making decisions, the way managers interact with their employees, and the strategies they ultimately choose to pursue. Thus, it is important for managers to be aware of the cultural context in which they are operating and to consider how their decisions and strategies may be affected by the prevailing culture. Unique Contribution to Theory, Practice and Policy: Future research in the field of strategic management may be grounded in the configurational theory and the institutional theory. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. Executives in charge of national strategic management initiatives will also use the study's findings to boost cultural performance across the board. The research suggests that the cultural sector should implement strategic management policies to boost the effectiveness of their primary operations and activities.
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Bennani, Amira. "Impact of Social Media on Strategic Management in Morocco." International Journal of Strategic Marketing Practice 5, no. 1 (April 17, 2023): 35–45. http://dx.doi.org/10.47604/ijsmp.1936.

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Purpose: The study sought to analyze the impact of social media on strategic management in Morocco Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that social media has had a profound impact on strategic management. It has enabled organizations to identify and capitalize on opportunities, manage risks, and increase efficiency. By leveraging the power of social media, organizations can gain valuable insights into their customers, competitors, and the market, enabling them to make more informed and effective decisions. Social media has become an increasingly important part of the business landscape and its impact on strategic management in Morocco has been profound. Unique Contribution to Theory, Practice and Policy: Future research in strategic management may be grounded in either the resource based view theory or the network based view theory. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. The study's findings will also be used by the country's top strategic management executives to boost the effectiveness of social media across all of their operations and initiatives. According to the research, social media organizations may boost their productivity in key areas by adopting rules for dealing with conflicts.
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Sayed, Layla. "The Impact of Big Data on Purchasing and Procurement in Egypt." Global Journal of Purchasing and Procurement Management 2, no. 1 (May 2, 2023): 21–30. http://dx.doi.org/10.47604/gjppm.1956.

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Purpose: The study sought to analyze the impact of big data on purchasing and procurement in Egypt. Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that in conclusion, big data has had a significant impact on the way businesses operate, particularly when it comes to purchasing and procurement. It provides businesses with valuable insights into their customers’ purchasing patterns and preferences. Big data is having a significant impact on purchasing and procurement in Egypt. It is enabling businesses, organizations and individuals to make more informed decisions, enhance efficiency and reduce costs Unique Contribution to Theory, Practice and Policy: Future research in the field of purchasing and procurement may be grounded in the behavioral theory and the resource dependency theory. Policymakers, researchers and academics from all across the world will all stand to gain from this study's findings. Executives in charge of national purchasing and procurement initiatives will also use the study's findings to boost the big data performance across the board. The research suggests that the purchasing and procurement sector should implement big data policies to boost the effectiveness of their primary operations and activities.
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Cossa, Abelina. "Impact of Cost Reduction Strategies on Purchasing and Procurement in Mozambique." Global Journal of Purchasing and Procurement Management 2, no. 1 (May 2, 2023): 12–20. http://dx.doi.org/10.47604/gjppm.1955.

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Purpose: The study sought to analyze the impact of cost reduction strategies on purchasing and procurement in Mozambique. Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that cost reduction strategies are effective ways of reducing costs associated with purchasing and procurement. Cost reduction strategies enables companies to reduce costs associated with materials, services, and labor, as well as reduce overhead costs. Additionally, strategic partnerships and the use of technology also help companies reduce costs and optimize their purchasing and procurement process. Overall, cost reduction strategies can be an effective way of reducing costs and improving efficiency. Unique Contribution to Theory, Practice and Policy: Future research in the field of purchasing and procurement may be grounded in the competitive advantage theory and the supply chain theory. Policymakers, researchers and academics from all across the world will all stand to gain from this study's findings. Executives in charge of national purchasing and procurement initiatives will also use the study's findings to boost the cost reduction strategies performance across the board. The research suggests that the purchasing and procurement sector should implement cost reduction policies to boost the effectiveness of their primary operations and activities.
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Abang, Farhana. "Role of Negotiation in Purchasing and Procurement in Malaysia." Global Journal of Purchasing and Procurement Management 2, no. 1 (May 2, 2023): 42–50. http://dx.doi.org/10.47604/gjppm.1958.

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Purpose: The study sought to analyze the role of negotiation in purchasing and procurement in Malaysia Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that negotiation plays an important role in the purchasing and procurement process in Malaysia. Negotiation allows buyers and sellers to come to an agreement that is mutually beneficial and ensures that the transaction is successful. Negotiation allows buyers and sellers to come to an agreement on delivery times and other factors involved in the transaction. Ultimately, negotiation is an important part of the purchasing and procurement process in Malaysia, and it can help to create mutually beneficial agreements. Unique Contribution to Theory, Practice and Policy: Future research in the field of purchasing and procurement may be grounded in the transaction cost theory and the distributive bargaining theory. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. Executives in charge of national purchasing and procurement initiatives will also use the study's findings to boost negotiations performance across the board. The research suggests that the purchasing and procurement sector should implement negotiation policies to boost the effectiveness of their primary operations and activities.
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Allah, Aabidah. "Impact of Globalization on Purchasing and Procurement in Jordan." Global Journal of Purchasing and Procurement Management 2, no. 1 (May 2, 2023): 31–41. http://dx.doi.org/10.47604/gjppm.1957.

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Purpose: The study sought to analyze the impact of globalization on purchasing and procurement in Jordan. Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that globalization has had a major impact on purchasing and procurement, creating both opportunities and challenges. The procurement process has become more complex, with a greater focus on collaboration and long-term relationships with suppliers. Organizations must be prepared to adapt to these changes in order to remain competitive in a globalized world. In Jordan in Jordan, the country’s access to global markets, foreign investment, and technological advances have helped to integrate the country into the global economy. Unique Contribution to Theory, Practice and Policy: Future research in the field of purchasing and procurement may be grounded in the global value chain theory and the transaction cost economics theory. Policymakers, researchers and academics from all across the world will all stand to gain from this study's findings. Executives in charge of national purchasing and procurement initiatives will also use the study's findings to boost the urbanization performance across the board. The research suggests that the purchasing and procurement sector should implement globalization policies to boost the effectiveness of their primary operations and activities.
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Kogei, Isabella, and Ambrose Jagongo Jagongo. "BANKRUPTCY RISK INDICATORS AND FINANCIAL REPORTING TIMELINESS: THE CASE OF COMPANIES LISTED AT NAIROBI SECURITIES EXCHANGE, KENYA." International Journal of Finance and Accounting 6, no. 2 (November 4, 2021): 40–56. http://dx.doi.org/10.47604/ijfa.1411.

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Purpose: The study sought to investigate effect of bankruptcy risk indicators on financial reporting timeliness of listed companies in Kenya. Materials and Methods: The study adopted a desktop methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library Results: The results revealed that the studies done had conceptual framework gap. The study also found out that the study had geographical gap because they were not conducted in Kenya and also had different methodological gap. Unique contribution to theory, practice and policy: The findings of the study add to the databank of knowledge on the effect of bankruptcy risk on the timeliness of financial reporting of listed on NSE which propels further discussion on the subject. The findings will provide useful insights to corporate executives on bankruptcy risk attributes that have a bearing on financial reporting for their implementation. The findings of the study inform investors on bankruptcy risk indicators to look into that contribute to timeliness of financial reporting. This information is very useful to investors when choosing in which listed companies to invest their money. Finally, the findings of the study inform the regulator (CMA) the timeliness of financial reporting of companies listed on NSE in Kenya. This information forms a base on policy formulation in search of measures that can protect and improve timely financial reporting in corporate world to enhance market efficiencies.
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Seang, Canata. "Role of Corporate Social Responsibility in Strategic Management in Cambodia." International Journal of Strategic Marketing Practice 5, no. 1 (April 16, 2023): 25–34. http://dx.doi.org/10.47604/ijsmp.1935.

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Purpose: The study sought to analyze the role of corporate social responsibility in strategic management in Cambodia Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet's digital library and scholarly articles. Findings: The results show that corporate social responsibility is an important part of the strategic management process and can be used to create value for stakeholders and create competitive advantage. Companies build trust and reputation and create positive relationships with customers, suppliers and investors. It is clear, therefore, that CSR plays an important role in the strategic management process and is essential for business success. CSR is an increasingly important concept in strategic management in Cambodia. There are a number of initiatives that businesses operating in the country can undertake to ensure that their operations are socially responsible and beneficial to the environment. Unique Contribution to Theory, Practice and Policy: Future research in strategic management may be grounded in theories like stakeholder theory and legitimacy theory. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. The findings of the study will also be used by the country's top strategic management executives to boost the effectiveness of their organizations' programs and initiatives related to corporate social responsibility. According to the findings, the corporate governance sector would benefit from adopting strategic management strategies that have been shown to increase the effectiveness of key operations and activities.
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Adefope, Adamma. "Role of Leadership in Strategic Management in Nigeria." International Journal of Strategic Marketing Practice 5, no. 1 (April 17, 2023): 56–67. http://dx.doi.org/10.47604/ijsmp.1938.

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Purpose: The study sought to analyze the role of leadership in strategic management in Nigeria Methodology: The research was conducted entirely on desktop review methoods. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. Secondary sources such as internet journals and libraries made this information readily available. Findings: The results show that Leadership is a critical element of strategic management. Leaders are responsible for setting the direction, vision and culture of the organization. They must also be able to develop and execute plans to achieve the organization’s objectives. Leaders in Nigeria must be able to anticipate, plan, lead, motivate and manage change. They must be able to develop strategies that are aligned with the organization’s objectives, and that will enable the organization to achieve a competitive advantage. They must also be able to effectively manage risk, create an environment of performance and excellence, and create a culture of trust and collaboration. Unique Contribution to Theory, Practice and Policy: Future research in the field of strategic management may employ the transformational leadership theory and the contingency leadership theory as a foundation. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. The study's findings will also be used by the country's top strategic management executives to boost the effectiveness of their teams' leadership across the board. Effective strategic management policies in the leadership are advocated for in the study as a means to boost efficiency across key operations and activities.
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Dissertations / Theses on the topic "Directories and executives"

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Beyerle, Theresa Susan. "THE ACCOUNTABILITY OF NONPROFIT EXECUTIVE DIRECTORS: THE PERFORMANCE APPRAISAL PROCESS." Akron, OH : University of Akron, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=akron1145296188.

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Dissertation (Ph. D.)--University of Akron, Dept. of Public Administration and Urban Studies, 2006.
"May, 2006." Title from electronic dissertation title page (viewed 10/11/2006) Advisor, Raymond W. Cox III; Committee members, Julia Beckett, Francois Doamekpor, Jennifer Alexander, Kathryn Feltey; Interim Department Chair, Charles B. Monroe; Dean of the College, Ronald F. Levant; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.
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Msomi, Duduzile. "Factors affecting women representation on boards of directors." Diss., University of Pretoria, 2006. http://hdl.handle.net/2263/23659.

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The objective of this report is to understand the factors that hinder and those that facilitate the representation of women on boards of directors in South African companies. The insights gained on the obstacles and facilitators in achieving greater representation of women on boards of directors will give companies and individuals actionable knowledge of the key success factors and strategies that can be applied to increase representation. A literature review was done in order to apply existing theory to the research problem. The researcher‟s objectives were to answer three research questions. The methodology for the research is then described. Qualitative research was used with the research instrument being in-depth interviews. Twenty three face-to-face interviews were held with board members, executive search companies, an organisation that trains boards of directors and a women‟s professional body, using a semi-structured questionnaire. Seven respondents completed the questionnaire only. Interviews were transcribed and content analysis performed on them to extract recurring themes related to the questions asked. The results of the interviews are then presented and interpreted. The findings are that there are no conscious or deliberate attempts to keep women out of the boardroom. The factors affecting women representation on boards of directors can be attributed to the interplay of historical and cultural factors that have resulted in women not being top of mind when appointing board members. Legislation is playing an effective facilitation role, but the extent of transforming this trend, in a meaningful way and not just to be compliant, in an equal opportunities environment in which South African companies presently operate, depends on the „natural diversity insights‟ (the natural consciousness to want to do the right thing) of the shareholders, chairpersons, CEOs and/or the nomination committees who play a huge role in either recommending or making the final decision on new board appointments.
Dissertation (MBA)--University of Pretoria, 2006.
Gordon Institute of Business Science (GIBS)
unrestricted
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Carter, Alison Jane. "Commissioning executive coaching for directors and senior managers." Thesis, Bournemouth University, 2002. http://eprints.bournemouth.ac.uk/292/.

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Executive coaches are a relatively new and high profile addition to the supplier ranks offering development services for directors and senior managers in the UK. There is a paucity of theory about executive coaching, despite its widespread purchase and use in practice. The research and thesis examines current practice from two different perspectives - suppliers and commissioners - in order to advance understanding of the issues that affect the commissioning of executive coaching for directors and senior managers. Being one of the first in an area has a number of implications for the research design. The research environment is the real world of commissioners from a number of organisations who are members of the IES Research Club (and its successor body an IES Research Network) and the real world of executive coaches themselves. The chosen iterative research approach of action research and co-operative inquiry involved collaborating with three different sets of practitioner co-researchers in shaping the nature of the research and reflecting upon what was being learned. A particular contribution to the knowledge about the subject is made in categorising, for the first time, what organisations hope to gain by commissioning executive coaching on behalf of their most senior employees. The thesis also explores the 'how' of the work of executive coaches through situated research in one organisational context where 17 directors were coached by three executive coaches, including the researcher. A model of the executive coaching process, from the coach's perspective, has been developed and is presented and described here. The model is a significant contribution to theory in the field.
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Siladi, Biserka. "The role of non-executive directors in corporate governance an evaluation /." Swinburne Research Bank, 2006. http://hdl.handle.net/1959.3/25900.

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Thesis (MBus) - Faculty of Business and Enterprise, Swinburne University of Technology, 2006.
This thesis is submitted in fulfillment of the requirements for the degree of Master of Business in the Faculty of Business and Enterprise, Swinburne University of Technology - 2006. Typescript. Includes bibliographical references (p. 113-125).
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Leon, Chung Monica. "Non-executive directors| environmental scanning in an enacted world." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133151.

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Non-executive directors (NEDs) are external members of an organization’s board of directors. These directors’ most significant contribution arguably is found in the quality of their strategic insights, as they ostensibly bring a fresh perspective and set of experiences to acts of strategy and sense making. This study examined NEDs’ contribution to the environmental scanning phase of an organization’s strategic planning process. Data were gathered from a convenience sample of seven current NEDs. Findings indicated that the framing process used during the environmental scanning phase directly influenced how NEDs make sense of the environment. Additionally, NEDs were found to prefer an “objective” environment that is externally located. Finally, NEDs consciously appraise each other’s contribution to the overall discussion. Study findings were incorporated into a conceptual model. Future studies should use a larger sample of NEDs, including peers from the same boards and those from across multiple industries.

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Lewchalermwongse, Niruncha. "The role of independent non-executive directors in Thailand : their own perception." Thesis, University of Aberdeen, 2010. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=131547.

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This research offers the perceptions of independent non-executive directors (INEDs) in Thailand of their roles and the way they cope with constraints such as family-concentrated ownership structures and asymmetric information problems. There has been scant prior research in this area. The researcher applied qualitative research techniques to understand what was in the interviewees’ minds. The semi-structured interview was employed because it allowed some flexibility while also providing some guidelines. The fieldwork data reveals that interviewed INEDs were aware of a board’s control role which, in theory, can be realised by nominating and remunerating top management; however, in practice they had no authority to do so due to the family-concentrated ownership of Thai firms. Ensuring compliance with laws and regulations was the actual controlling activity which they undertook. Another role perceived was a service role concerned with giving advice and counsel to management. Although the interviewees rarely got involved with planning and directing, they contributed their expertise to the board. Their service function also helped them to better fulfil a control role because an INED’s service role builds his credibility in the eyes of management. This allows them to gain access to better information about a company – a critical input of a control role. Therefore, a good relationship between executives and non-executives is an essential factor for INED’s effectiveness. i A proportion of outside directors on the board and a director’s independent background were not considered guarantees of board independence. Only an INED’s independence of mind matters. Such independence can be exercised by resigning in order to send a signal to the market and protect minority shareholders. The competencies and personal characteristics of INEDs and their motivations are other elements contributing to their effectiveness.
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Lipman, Trevor. "The role of the independent non-executive director in Australia." Doctoral thesis, Australia : Macquarie University, 2008. http://hdl.handle.net/1959.14/28880.

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Thesis (DBA)--Macquarie University, Graduate School of Management, 2008.
Bibliography: p. 275-289.
Company directors have been in existence for more than four hundred years. In the past, they were considered to be a necessary part of corporate existence, and were usually appointed to a board by the CEO or chairman. However, they were usually mates from the 'boys club' and gained their position from whom they knew, and not from what they were capable of contributing. The appointment of independent directors became more normal, as shareholders looked for a way to wrest control back from management. But what independent directors really do and why they are there is not widely understood. A review of the literature relative to independent directors has identified a gap in the knowledge. This gap is the role of the independent director when considered from a commercial aspect; that is, those who observe or write about independent directors. --This thesis has attempted to generate a theory of the role of the independent director through a review of the literature and a subsequent series of interviews. Grounded theory was the chosen methodology for analysing the data and formulating a theory of the role because it allows the researcher to ground the theory in the data instead of establishing a hypothesis and testing it. --The resulting theory is more complex than it first appears. It was found that the primary role of the independent director is to improve the performance of the board and the company. This role is impacted by a number of factors, the two most influential being the information that is available to the independent directors, and the position of the company. This second factor is defined as the size of the company, where it is in its life cycle, and whether it is experiencing any significant change. --These findings enable a number of recommendations to be made to improve policy and practice, recognising the impact of information and company position on the ability of independent directors to contribute positively. It also raises several areas of further study to continue to refine the understanding of the role of the independent nonexecutive director in Australia. These include, among others, investigating the role from other viewpoints such as the board chair or company secretary, or researching the link between company position and information available to independent directors.
Mode of access: World Wide Web.
xiii, 303 p. ill
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Mustapha, Mohd Zulkhairi. "Determinants of executive directors' remuneration among Malaysian public listed companies." Thesis, Cardiff University, 2012. http://orca.cf.ac.uk/33131/.

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Directors’ remuneration has been subjected to continuous study by researchers in different fields such as accounting, management, human resource and psychology. Accounting scholars primarily based their research on agency theory. Recent papers focused on the affect of corporate governance on the determination of directors’ remuneration. This study aims to investigate the effect of three main variables on directors’ remuneration – corporate governance variables, human capital attributes and firm performance. The study controls the effect of firm size, type of industry, leverage, diversification and location. 417 (50%) Malaysian public listed companies were selected using stratified random sampling for three years period from 2004 to 2006. Only non-financial companies are included in the sample because financial companies are subjected to different set of regulations in Malaysia. Using multiple regression method, it is found that seven corporate governance variables are significantly related to directors’ remuneration. The study shows that board size, CEO-chairman duality role, proportion of independent directors and proportion of interlocking directors in the board are significantly related to directors’ remuneration. Proportion of non-executive directors in the board, percentage of indirect directors’ shareholding and percentage of block holders’ shareholdings are found to be negatively related to directors’ remuneration. Of the three human capital attributes studied, only executive directors’ average age and tenure are found to be significantly related to the level of directors’ remuneration. No evidence was found to conclude the role of qualification towards level of directors’ remuneration. The model used was tested for its robustness using different set of alternative measures for some of its key variables. Corrections were also made to address other common problems associated with multiple regression such as outliers, non-normality of residuals, heteroscedasticity and multicollinearity. Finally, the study extends the analysis by running fixed effect model in order to control for firm specific effects. There are few discrepancies between the pooled regression model and fixed effect model result but this may be caused by little variation over time among governance variables. Finally, the findings further supports the agency theory by showing that, among Malaysian companies, performance still plays significant role in determining rewards for its directors
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El-Sayed, Nader Mahmoud. "An examination of executive directors' remuneration in FTSE 350 companies." Thesis, University of Exeter, 2013. http://hdl.handle.net/10871/14025.

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Issues as to the suitability of executive compensation packages have obtained an ever increasing profile in recent years. Whilst there has been quite extensive empirical investigation of pay-performance sensitivity, the framework of performance-pay has received less attention in the literature and examination to date. Besides this - whilst there has been a quantum of investigation of relationships between compensation and performance, there has been less focus on case study based analysis. In this context, the current study makes a twofold contribution to the examination of executive directors’ remuneration in FTSE 350 companies. First, this research aims to empirically investigate linkages between the nature and amount of compensation packages and company performance with a particular focus on examining the extent of interrelationships between pay and performance over a ten year period from 1999 to 2008. Within the scope of a variety of theoretical perspectives, this deductive study puts a focus on addressing the question of whether managerial compensation is the greater influence on firm performance or whether it is the latter which has the greater influence on the former. Second, this study seeks to qualitatively add to the relevant literature by means of a longitudinal case study of remuneration at UK based major multi-national company, BP, over a ten year period from 2001 till 2010. Within the context of a variety of theoretical and institutional perspectives, this inductive study explores, by means of investigation of BP’s Directors Remuneration Reports, the role of the BP remuneration committee in setting the mechanisms and structures which determine the nature and extent of executive remuneration packages at BP and considers the wider generalisability of the findings therefrom. Overall the current study utilises a mixed methods approach via a combination both quantitative and qualitative modes of analysis – an approach which is relatively rare in the discipline of research into corporate governance and related issues. The outcomes from the empirical work show evidence of the presence of dual positive associations between executive compensation and company performance. However, the results do indicate that executive compensation is more influential in its effect on firm performance than the framework of performance-related pay. This finding is interpreted as lending support to the stewardship and/or tournament theories as to underlying drivers of executive remuneration in comparison with agency theory, represented by agent-principal or managerial hegemony perspectives, as an explanatory of the construction of executive remuneration and the link with firm performance. Similar to prior literature, the empirical findings indicate that equity-based compensation is more robust in the linkage with firm performance than cash pay dominated packages. However, the results showed that the existence of remuneration committees in general reveals insignificant and negatively related to total CEO/executive remuneration. This finding highlights therefore the need to put a focus on the actual role of compensation committee in setting the type and extent of executive pay packages in a large UK company. The outcomes from the archival case study also suggest that it is difficult to find significant support for a pure agency theory approach whereby shareholders seek to align their interests directly with those of their managers as a driver of executive compensation packages. There is more evidence suggestive of a managerial power/hegemony perspective which is heavily mediated by the presence of powerful non-executive directors and the institutional presence of the remuneration committee. Perhaps the most significant aspects to emerge from the case study are the importance of personal relationships and power at boardroom level. Beyond this the inferences of the supplementary content analysis conducted specifically on the Directors Remuneration Reports are suggestive of a focus on overall BP performance rather than on the specific activities and achievements of individual executive directors. In conclusion, the findings of the present study provide a wealth of detail both quantitative and qualitative as to the manner in which executive remuneration has been set in the UK in recent years and as to linkages both with corporate performance and underlying theories of the determinants of executive remuneration. As such it sheds light on an area of importance and one of continued private and public concern and may be of interest to those responsible for governance within firms and to wider public and regulatory interest as well as future researchers in the field.
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Gibbs, David. "Non-executive directors' self-interest : fiduciary duties and corporate governance." Thesis, University of East Anglia, 2014. https://ueaeprints.uea.ac.uk/49712/.

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The board of directors at a company usually comprises both executive and non-executive directors. Their role is to run and direct the company for its benefit since it is incapable of acting by itself. Where there is a separation of ownership and control it is recognised that there is a risk that those in control may use their power for self-interested means. Attention is often focused on the executive directors and how legal controls and governance mechanisms can reduce the possibility of self-interest in the performance of their functions. However, seldom are non-executives the focus of this problem yet they are playing an increasingly important role in the running and governance of the company. This thesis is an investigation in to whether the legal rules and governance mechanisms are suitable in reducing the possibility of self-interest amongst non-executive directors. The study uses multiple directorships as a proxy for non-executive self-interest to demonstrate whether the controls and incentives are suitable. It begins by examining the nature of a nonexecutive’s fiduciary liability to the company focusing on the nature and purpose of the duty to identify when and why the duty is owed. Identifying the nature and purpose of the duty will allow the thesis to demonstrate that existing authority and academic literature on the scope of a non-executive’s fiduciary duty is an unsuitable interpretation based on the company’s current objects and reanalyses it from the perspective of the non-executive’s undertaking on the board. Whilst the analysis concludes that this interpretation would offer a suitable scope in deterring self-interest the thesis continues by examining the enforcement of fiduciary duties by considering the new statutory derivative claim. This analysis reveals that enforcement is low and may reduce the deterrence the fiduciary duties themselves might have. With low levels of enforcement the thesis turns its attention to ex ante incentives, particularly corporate governance mechanisms, which can “nudge” the non-executive in to acting for the benefit of the firm. This analysis contains a review of the corporate governance theories and an empirical study to identify the ways non-executive self-interest may be reduced. The theoretical analysis considers the ways boards may be structured to reduce the potential for self-interested behaviour. Using multiple directorships as a proxy for self-interest the empirical analysis provides evidence as to whether they are in fact perquisite consumption and identifies possible means of control. It is considered herein that there are insufficient controls and incentives on non-executive behaviour, which may lead to increased self-interest to the detriment of the company.
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Books on the topic "Directories and executives"

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Jenn, Nancy Garrison. Executive search in Europe: Choosing and using a headhunter. London: Economist Intelligence Unit, 1995.

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Jenn, Nancy Garrison. Executive search in Asia and Australasia. 2nd ed. London: Economist Intelligence Unit, 2001.

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Jenn, Nancy Garrison. Executive search in Europe: Choosing and using a headhunter. London, U.K: Economist Intelligence Unit, 1993.

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Jenn, Nancy Garrison. Executive search in Europe: Choosing and usinga headhunter. London: The Economist Intelligence Unit, 1993.

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William, Lewis. The Prentice-Hall directory of executive search firms. New York: Prentice-Hall, 1986.

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Seychelles. Government directory. Victoria: Republic of Seychelles, President's Office, 1989.

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Jenn, Nancy Garrison. Executive search in Europe. 2nd ed. London: Economist Intelligence Unit, 2002.

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Jenn, Nancy Garrison. Executive search in Europe: [choosing and using a headhunter]. London: Economist Intelligence Unit, 1999.

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Chang, Chʻun-ung. Hanʼguk kiŏp kyŏngyŏng inmaek. [Korea]: Hanʼguk Kiŏp Kyŏngyŏng Pʻyŏnjippu, 1986.

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Sŏjinʼgak. Muyŏk Insa Yoram Pʻyŏnjippu., ed. Muyŏk insa yoram. [Korea]: Muyŏk Insa Yoram Pʻyŏnjippu, 1987.

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Book chapters on the topic "Directories and executives"

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Drake, Tim. "Succession planning for executives." In Effective Directors, 79–83. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-16.

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Valeur, Charlotte. "Chief executive review." In Effective Directors, 51–56. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-11.

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Kearney, Brian. "Remuneration for executives and management." In Effective Directors, 74–78. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-15.

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Bingham, Kit. "Chief executive succession planning." In Effective Directors, 45–50. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-10.

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Burgess, Zena M., and Phyllis Tharenou. "What Distinguishes Women Nonexecutive Directors from Executive Directors?" In Issues in Business Ethics, 111–27. Dordrecht: Springer Netherlands, 2000. http://dx.doi.org/10.1007/978-90-481-3401-4_8.

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Pearse, Chris, Monica Langa, and Lorraine Clinton. "Executive Directors on the Board." In A Director's Guide to Governance in the Boardroom, 173–205. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003142850-5.

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Massa, Massimo, Kai Taraporevala, and Ludo Van der Heyden. "Fair Process Leadership Illustrated: Applications to Owners, Board Members, and Executives." In Value Creation for Owners and Directors, 283–319. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-19726-0_13.

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Ecsery, Francesca. "Gaining Your First Non-executive Board Appointment." In A Director's Guide to Governance in the Boardroom, 287–320. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003142850-8.

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Massa, Massimo, Kai Taraporevala, and Ludo Van der Heyden. "The CEO and the Executive Team: Responsible for Executing the Mission." In Value Creation for Owners and Directors, 93–107. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-19726-0_4.

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Lombriser, Roman. "Board of Directors as a Strategic Sparring Partner." In Management for Professionals, 41–43. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-48606-8_8.

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AbstractWhat role can board of directors play in the strategy process of an SME? The case of “Light-Tech” (a luxury lamp producer) shows how. The chairman and several of the other directors had bad feelings about the issue of technology replacement. Contrary to the top management team, they were not convinced that the breakthrough of the new LED technology in the market was still far away. To address this issue, the board of directors—together with the executive team—performed a scenario analysis for about 3 hours. Then, the board requested the top management team to formulate a precautionary strategy which much better prepares the SME for the pessimistic scenario. Result: 2 years later, the pessimistic scenario reveals itself as reality. By performing a scenario analysis together with the top management team, the board of directors were able to play an important role as constructive sparring partners.
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Conference papers on the topic "Directories and executives"

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"Executive director's message." In 2017 International Conference on Data Management, Analytics and Innovation (ICDMAI). IEEE, 2017. http://dx.doi.org/10.1109/icdmai.2017.8073542.

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Lopes, Lucas Pereira, and Beatriz Rezzieri Marchezini. "CORPORATE GOVERNANCE AND REMUNERATION OF DIRECTORS BUSINESS EXECUTIVES BRAZILIAN." In 13th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2016. http://dx.doi.org/10.5748/9788599693124-13contecsi/ps-4001.

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Majdi, Suria, and Rashidah Abdul Rahman. "Executive directors' remuneration after fraud and lawsuits revelation." In 2010 International Conference on Financial Theory and Engineering (ICFTE). IEEE, 2010. http://dx.doi.org/10.1109/icfte.2010.5499391.

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Wang, Qianying, and Changzheng Zhang. "The Impact of Women Directors on Executive-Staff Pay Dispersion." In 4th International Seminar on Education Research and Social Science (ISERSS 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/assehr.k.220107.047.

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PROFIROIU, Marius, Hideki ISHIDA, Hiroaki KANEKO, Keita SUGIYAMA, and George MOISE. "PROCESS ECONOMY AND SERVICE TRANSFORMATION AT DUSK!N IN JAPAN." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.17.

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This paper illustrates how Duskin is among the leader companies in revenue, profit, and innovation by increasing their focus on more employee experience. The authors of this paper worked directly with other C-Suites, directors, business leaders, executives, organizational architects and talent operators to determine whether leadership actively promotes transparency and ongoing dialogue, whether teams are empowered to decide on the next best action, and whether leaders reward quick failures as much as successes.
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Gałkiewicz, Dominika P. "Sustainability Reporting Practices of Real Estate Companies from Germany, Austria and Switzerland – First Insights from 2020." In Sixth International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/itema.s.p.2022.81.

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In the last twenty years, sustainability became a strong move­ment leading to regulatory initiatives around the world. In this study, the Eu­ropean regulation is compared with common sustainability reporting prac­tices in the Real Estate Sector in Germany, Austria, and Switzerland. The goal of the study is to show what type of information related to employees, and other social and governance issues are being provided and by how many firms in the year 2020. The findings show that more than half of the analyz­ed firms report the total number of employees, the share of women and the number of permanent full-time contracts. Furthermore, supervisory board members are listed by 37 out of 53 companies. More than a third of the 53 companies confirmed to have anti-corruption processes implemented and 25 firms state to have UN SDGs included in their reports. However, details on diversity and employee-related information are often, more than 50% of the time, missing (e.g. salary ratio of woman to man, average sick days/year, total number of trainees, executive pay ratio, total accidents, average age, proportion of female executives, % of woman on the board of directors, staff turnover rate, newly hired employees, employee-satisfaction, full-time em­ployees and part-time employees). Moreover, the involvement of firms, cus­tomers, suppliers and employees in following human rights guidelines, ESG and Code of Conduct rules is low. Less than a third of companies stated to follow the human rights guidelines obtained a sustainability certificate or employee well-being certificate and provided ESG-specific employee train­ing. Performing Code of Conduct training for employees, customer surveys, and implementing business partner Code of Conduct/Supplier Code of Con­duct besides mentioning the cases of corruption and incidents of discrimi­nation are reported by less than one-third of firms. These results are impor­tant for individuals, companies and politicians implementing new rules re­lated to sustainability reporting in Europe.
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GOUAL, Dr Fatima. "ADMINISTRATIVE LEADERSHIP AND CYBER SECURITY GOUVERNANCE." In I. International Century Congress for Social Sciences. Rimar Academy, 2024. http://dx.doi.org/10.47832/soci.con1-10.

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In light of the digital age we live in and the increasingly complex cyber threats that organizations are constantly facing, many organizations are struggling to implement and enforce effective governance programs for cyber security, which has become essential to thriving in today’s digital economy, prompting leaders and managers to understand and deal with it as a strategic risk to their organization level and not just IT risks. The role of managerial leaders is to provide risk governance, which is a trusted challenge to independent management and oversight. Managers should not manage cyber security risks on a small scale, but rather ensure that management is doing a good job by overseeing their practices. However, if managers lack an understanding of the specifics of cyber issues, they may not understand all the ramifications of what executives tell them. To fulfill their oversight responsibilities, directors must proactively address knowledge gaps and the board must acquire deep cybersecurity expertise to effectively protect organizations’ interests. Accordingly, this pure paper came to address the role of managers-leaders in the governance of cybersecurity by undertaking the task of supervising cyber risks, which were identified in six steps that managers-leaders and the board of directors must take into account.
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Boszczowski, Eduardo Bomfim, Gabriel José de Castro Santos Silva, and Kleber Vinicius da Cruz. "Southern Pipelines Strategic Plan Management Tools." In 2012 9th International Pipeline Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/ipc2012-90595.

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The Petrobras Transporte SA Strategic Plan (SP) is an instrument that contains the strategic positioning of the company and aims at guiding the management and action plan in the achievement of the corporate goals. Apart from that, the SP explains the portfolio of investment projects by segment and business area. Every year since 2009, the Terminals and Pipelines Board of Directors have allocated the strategic objectives under their responsibility in order to ensure the alignment of the strategic planning with the operational activities of the company. For this end the strategic objectives are distributed between the Pipeline Executive Management and the Marine Terminals Executive Management. This division allows for the assignment of responsibilities in a structured way throughout the organization, this way setting up the Tactical Plan of the Business Units. To achieve the goals, the evolution of the Tactical Plan of the Pipelines Executive Management is monitored through regular meetings with the Regional Managements as well as through diversions, potential difficulties and corrective and preventive actions. Besides regular meetings, several instruments have been implemented for effective monitoring of the Tactical Plan, e.g. a web based platform for sharing information, video conferences, performance indicators and other tools that enable the management of the actions. This paper aims to describe best practices applied to the purposes and goals of the Pipeline Tactical Plan under the management of the Southern Pipelines Management, describing their Benefits to the company in a long-term horizon under conditions of uncertainty of the international energy market.
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Doonan, Samantha, and Julie Johnson. "Participation in the Massachusetts Adult-Use Cannabis Industry by Race/Ethnicity and Gender Across Job Titles." In 2020 Virtual Scientific Meeting of the Research Society on Marijuana. Research Society on Marijuana, 2021. http://dx.doi.org/10.26828/cannabis.2021.01.000.3.

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States across the U.S. are increasingly legalizing cannabis for recreational purposes (“adult-use”) through licensure of privately-run cannabis establishments. Legalization efforts have partially emerged in response to unequal prohibition enforcement which disproportionately affects Black and Hispanic/Latino communities. However, the extent to which people from communities most affected by prohibition are included in the legal industry is unknown. This study is a preliminary analysis of participation by race/ethnicity and gender across job titles in the Massachusetts adult-use cannabis industry from its inception through April 2020 (18-month time span). Data were extracted from cannabis establishments (i.e., licensed adult-use cannabis businesses that collectively form the cannabis industry in Massachusetts). Agent registration forms are required for board members, directors, executives, managers, employees, and volunteers across all license types (e.g. retail, cultivation, product manufacturing). As of April 2020, there were 4,907 unique agents (volunteers excluded) across 205 cannabis establishment licenses. Among agents, 77% were White, 9% were Hispanic/Latino, and 6% were Black/African American, <3% identified other racial and ethnic groups, and data were missing for approximately 6% of the sample (exceeds 100%, as persons can be included in more than one race/ethnicity). Excluding agents with missing race/ethnicity or gender (n=347) and grouping persons at two-levels: (1) white or not-white identifying, and (2) male or female, we found 53% of agents were white and male, 29% were white and female, 12% were an ethnicity and/or race(s) that did not include white (“non-white”) and male, and 5% were non-white and female. Approximately 8% of agents held senior-level positions (i.e., board members, directors, executives) versus less senior positions (i.e., employees, managers). However, white males held 72% of senior positions, white females held 17%, non-white males held 9%, and non-white females held 1%. This study is subject to limitations, including that persons who identified as white and another race(s) (n=103) are included in white-identifying categories; future work will address this limitation. Further, all data is typically reported by supervisors rather than self-reported, therefore race/ethnicity and gender are subject to misidentification. Nonetheless, findings suggest that at approximately one and a half years after retail stores opened, participation in the Massachusetts adult-use cannabis industry skews white and male, and this trend is pronounced in senior-level positions.
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Galavotti, Ilaria, and Carlotta D’Este. "Acquisition propensity in family firms: The multifaceted role of family involvement." In Corporate governance: Theory and practice. Virtus Interpress, 2022. http://dx.doi.org/10.22495/cgtapp17.

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Building on behavioral agency theory, we explore the role played by corporate governance characteristics of family firms in affecting their acquisition propensity. Specifically, we investigate family members’ ownership stake and their appointment to the board of directors as predictors of the likelihood to execute acquisitions. Furthermore, we explore the effect of having a family chief executive officer (CEO) and the generational step. Using a sample of 207 acquisitions executed by 93 Italian listed family firms in the 2014–2020 period, we find evidence that the extent of family ownership does not affect acquisitions propensity. Additionally, while family members on the board are negatively associated with acquisitions, the opposite emerges in case of a family CEO. Finally, the propensity to acquire does not appear to be driven by whether the firm is still in its founding generation or later generations
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Reports on the topic "Directories and executives"

1

Michelitsch, Roland, Alejandro Soriano, Ernesto Cuestas, Rocio Funes Aguilera, and Danya Churanek. Approach Paper: Comparative Study of Equity Investing in Development Finance Institutions. Inter-American Development Bank, July 2016. http://dx.doi.org/10.18235/0010676.

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The Inter-American Investment Corporation (IIC) Board of Executive Directors mandated OVE to produce a technical study to inform IIC's future equity business. The core content of this study will be a comparative benchmarking of equity strategies, results and processes of selected Development Finance Institutions and other comparators.
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Sembler, Jose Ignacio, Ana María Linares, Clara Schettino, Nathaniel Russell, Stephany Maqueda, Lina Pedraza, Melanie Putic, Thaís Soares Oliveira, and Alejandro Ahumada. Evaluation of the Independent Consultation and Investigation Mechanism (MICI) 2021. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003215.

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This evaluation is in response to a request from the Boards of Executive Directors of the IDB and IDB Invest for OVE to independently examine the MICI policy and its implementation pursuant to the requirement established in the respective policies of each institution. The aim of this evaluation is to inform the Boards of Executive Directors of the IDB and IDB Invest on the extent to which, under its current policy framework, the MICI has been effective and efficient in (i) resolving the complaints it receives concerning environmental and social impacts of projects due to alleged noncompliance with the IDB Group's environmental and social safeguards policies and standards; and (ii) promoting institutional learning with regard to environmental and social safeguards and standards and their implementation in IDB Group projects. In addition, the evaluation is aimed at reporting on the mechanism's accessibility to requesters and the extent to which the MICI has performed its duties independently, objectively, impartially, and transparently.
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Maciel, Odette, Josette Arévalo, Anais Maria Anderson Alonso, Michelle Infanzón, Andreia Barcellos, Melanie Putic, and Alejandro Ahumada. OVE’s Validation Methodology: IDB Group's Evaluation Recommendations Tracking System (ReTS). Inter-American Development Bank, December 2021. http://dx.doi.org/10.18235/0003858.

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The IDB Group's ReTS is a monitoring system aimed at providing the Boards of Executive Directors of the IDB and IDB Invest with periodic information for decision-making on Bank and IDB Invest actions and progress in implementing the endorsed recommendations issued by OVE. Assessing to what extent recommendations have been addressed is essential for institutional accountability and learning.
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Haarsager, Ulrike, María José Hernández, Maya Jansson, Agustina Schijman, and Ali Khadr. Approach Paper: Evaluation of Contingent Lending at the IDB. Inter-American Development Bank, February 2016. http://dx.doi.org/10.18235/0010636.

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In recent years, the IDB has created several contingent lending instruments designed to anticipate needs caused by external economic shocks or natural disasters. The Board of Executive Directors has requested OVE to study the recent use of contingent lending at the Bank, providing inputs to SPD's forthcoming review. This Approach Paper outlines the planned coverage of OVE's evaluation.
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Morck, Randall. Behavioral Finance in Corporate Governance - Independent Directors, Non-Executive Chairs, and the Importance of the Devil's Advocate. Cambridge, MA: National Bureau of Economic Research, July 2004. http://dx.doi.org/10.3386/w10644.

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Michelitsch, Roland, Alejandro Soriano, Ernesto Cuestas, Rocio Funes Aguilera, Danya Churanek, Patricia Sadeghi, and Jack Glen. Comparative Study of Equity Investing in Development Finance Institutions. Inter-American Development Bank, March 2017. http://dx.doi.org/10.18235/0010674.

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The Board of Executive Directors of the Inter-American Investment Corporation (IIC) requested that the Office of Evaluation and Oversight (OVE) produce this technical study to inform IIC's future equity business. The core content of this study is a comparative benchmarking of equity strategies, results and processes of selected DFIs and other comparators. The study focuses on practical strategic, organizational and operational issues of use to IIC.
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Rose, Jonathan, Josette Arévalo, Thaís Soares, and Andreia Barcellos. Approach Paper: Evaluation of the Inter-American Development Bank's Governance. Inter-American Development Bank, February 2021. http://dx.doi.org/10.18235/0003043.

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This approach paper defines the objectives, scope, and methodology for the Office of Evaluation and Oversight's (OVE) evaluation of the governance of the Inter-American Development Bank (IDB). The evaluation is included in OVE's 2020-2021 work program (document RE-543) in response to a request by the Board of Executive Directors to evaluate the IDB's governance arrangements. Drawing from similar evaluations, these aspects will be evaluated in four dimensions: effectiveness, efficiency, accountability and transparency, and voice.
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González Arias, María Cristina, Ana María Linares, Francisco Andrieu, Alejandro Ahumada, Andreia Barcellos, and Stefania De Santis. OVE Annual Report 2021. Inter-American Development Bank, July 2022. http://dx.doi.org/10.18235/0004346.

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This annual report provides an overview of the evaluation work of the Office of Evaluation and Oversight (OVE) in 2021. It summarizes the evaluations completed during the year, highlights lessons learned, and describes OVE's work to enhance evaluation capacity in the Latin America and the Caribbean (LAC) region. The report also presents progress on OVE's 2022-2023 work program, approved by the Boards of Executive Directors of the Inter-American Development Bank (IDB) and IDB Invest.
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González Arias, María Cristina, Ana María Linares, Francisco Andrieu, Roni Szwedzki, Josette Arévalo, Jose Claudio Linhares Pires, Gunnar Gotz, et al. OVE's 2022 Annual Report: Contributions from Evaluation toward Improving the Bank’s Development Effectiveness. Inter-American Development Bank, March 2023. http://dx.doi.org/10.18235/0004763.

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The 2022 Annual Report by the Office of Evaluation and Oversight (OVE), Contributions from Evaluation toward Improving the Bank's Development Effectiveness, highlights findings and lessons from the different evaluations and products conducted throughout the year. It also presents the scope of the work dedicated to evaluation capacity development (ECD), knowledge, and dissemination efforts. We also preview the 2023-2024 work program, approved by the Boards of Executive Directors of the Inter-American Development Bank (IDB) and IDB Invest.
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Maqueda Gassos, Stephany, Ernesto Cuestas, Maria Clemencia Monroy, Henry Dyer, Julie King, Alejandro Soriano, Gabriela Pérez, and Carolina Romero. Independent Country Program Review: Bahamas 2018-2022. Inter-American Development Bank, August 2023. http://dx.doi.org/10.18235/0005081.

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This Independent Country Program Review (ICPR) analyzes the Inter-American Development Bank (IDB) Group's country strategy (CS) and country program (CP) with The Bahamas during the 2018-2022 period. ICPRs assess CS relevance and provide aggregate information on the alignment and execution of the corresponding CP as well as, data permitting, the CP's contribution to CS strategic objectives. ICPRs are primarily addressed to the IDB Group's Board of Executive Directors. They seek to provide the Board with relevant information to consider in the upcoming CS.
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