Journal articles on the topic 'Directories and executives'
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1
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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Lee, Chung. "Impact of Artificial Intelligence on Purchasing and Procurement in South Korea." Global Journal of Purchasing and Procurement Management 2, no. 1 (May 2, 2023): 1–11. http://dx.doi.org/10.47604/gjppm.1954.
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Purpose: The study sought to analyze the impact of artificial intelligence on purchasing and procurement in South Korea
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 the impact of AI on purchasing and procurement is significant. AI is used in automate manual tasks, reducing costs and improve accuracy. It also provides insights into purchasing and procurement processes that have previously been difficult to quantify. AI is a powerful tool that is used to improve the efficiency and effectiveness of the purchasing and procurement process. South Korea is making great strides in the use of AI and the impact it is having on purchasing and procurement is clear.
Unique Contribution to Theory, Practice and Policy: Future research in the field of purchasing and procurement may be grounded in the rational economic theory and the resource based view 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 artificial intelligence performance across the board. The research suggests that the purchasing and procurement sector should implement technological policies to boost the effectiveness of their primary operations and activities.
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Acero, Isabel, and Nuria Alcalde. "DIRECTORS’ COMPENSATION. WHAT REALLY MATTERS?" Journal of Business Economics and Management 21, no. 1 (January 28, 2020): 180–99. http://dx.doi.org/10.3846/jbem.2020.11788.
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In the current scenario of increasing social inequality, the debate over the compensation received by directors and executives of large listed companies, and its justification, has intensified. Drawing on Agency Theory and Human Capital Theory, a multilevel analytical technique is used in this paper to examine the influence of firm-level variables and director-level variables on the individual compensation of the members of the board. The results obtained for the continental European context (Spain in particular) partially support the Human Capital Theory. Nevertheless, there is no evidence supportive of Agency Theory, as corporate governance mechanisms do not contribute to moderate the compensation of directors and there is no relationship between corporate performance and the compensation of directors. The analyses by subsamples (categories of directors) reveal that non-executive director’s compensation seems to be set for a group of individuals as a whole, depending mainly on firm-level characteristics, whereas executive director compensation is more based on the unique characteristics that a particular executive brings to the board.
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Fang, Shuai. "Homophily Exclusion or Homophily Preference? The Influence of the Executive Identity of Nonexecutive Directors on the Focal Firm Executive Pay and Ordinary Employee Pay." Journal of Systems Science and Information 7, no. 6 (December 18, 2019): 550–67. http://dx.doi.org/10.21078/jssi-2019-550-18.
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Abstract The occupational identity of nonexecutive directors exerts a considerable influence on their way of designing and distributing executive pay as well as ordinary employee pay in the focal firm. Integrating the status characteristics theory into the corporate governance literature, I theorize that status contest effect comes into play in the process of setting executive pay in the focal firm, specifically when its nonexecutive directors serve as executives on stakeholders. More often than not, such executive identity triggers the status competition with focal firm executives, which motivates nonexecutive directors to reduce the focal firm executive pay so as to secure and aggrandize their own status within the focal firm. However, since ordinary employees pose no threat to nonexecutive directors in the focal firm, they tend to increase ordinary employee pay. Basing upon the empirical test which adopts the data of China’s Shanghai and Shenzhen A-share listed firms, I find that the greater the focal firm’s nonexecutive director ratio, the less will be the top executives’ pay in the focal firm; the greater the focal firm’s nonexecutive director ratio, the greater will be ordinary employees’ pay in the focal firm; the greater the focal firm’s nonexecutive director ratio, the smaller will be the pay gap between top executives and ordinary employees in the focal firm. In addition, I also find that ownership power and gender can moderate the relationship between nonexecutive director ratio and executive pay: top executive ownership can alleviate the negative relationship between focal firm’s nonexecutive directors and top executives’ pay; female nonexecutive directors are more likely to increase focal firm’s ordinary employee pay than their male counterparts.
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Taqatqa, Abdel. "The Impact of Globalization on Strategic Management in Lebanon." International Journal of Strategic Marketing Practice 5, no. 2 (April 17, 2023): 1–10. http://dx.doi.org/10.47604/ijsmp.1939.
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Purpose: The study sought to analyze the impact of globalization on strategic management in Lebanon.
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. Secondary sources such as internet journals and libraries made this information readily available.
Findings: The results show that the impact of globalization on strategic management is far reaching and has changed the way managers view their roles and responsibilities, the way they think about strategy, and the way they go about developing and implementing strategies. They must also be able to effectively manage resources and operations across multiple countries, as well as develop strategies that are tailored to different global markets. Globalization has led to an increase in competition, a shift in the way organizations approach their customers and markets, and the availability of resources and information. Organizations in Lebanon can leverage the opportunities created by globalization in several ways such as focusing on customer segmentation, leveraging new technologies and expanding their operations in new markets.
Unique Contribution to Theory, Practice and Policy: It is possible that the theories of globalization of markets and transaction costs will serve as the foundation for future research in the field of strategic management. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. The country's senior strategic management executives will also use the study's conclusions to boost globalization across the board. The study suggests that urbanization firms increase the effectiveness of their primary operations and activities by adopting strategic management principles.
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Adelegan, Olatundun J. "Internal and external governance mechanisms: Evidence from the Nigerian banking industry." Corporate Ownership and Control 2, no. 3 (2005): 62–67. http://dx.doi.org/10.22495/cocv2i3p6.
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This paper examines the relationship between internal and external governance mechanism employed by Nigerian banking companies. Data for the study was obtained from the annual reports of bank in Nigeria. I find a higher portion of non-executive directors and a greater likelihood of separating the role of company chairman and CEO in banks compared to similar studies of Nigerian quoted companies. The proportion of non-executive directors who are former executives is low. These suggest those banks are more likely to employ non-executives for monitoring. Banks in Nigeria have utilized audit committees since 1991 and the audit committees in Nigerian banks possess a great proportion of non-executive directors.
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CHAN, Raymond Siu Yeung, Daniel HO, and Angus YOUNG. "Rethinking the Relevance or Irrelevance of Directors’ Duties in China: The Intersection between Culture and Laws." Asian Journal of Law and Society 1, no. 1 (January 28, 2014): 183–203. http://dx.doi.org/10.1017/als.2013.5.
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AbstractThis paper investigates how culture affects people’s attitudes towards directors’ duties in the People’s Republic of China by surveying a sample of Chinese business executives. If cultural practices lead people to behave differently from what the law prescribes, it is a serious regulatory oversight. Our results suggest that Chinese cultural values do matter when it comes to the perception of breaches of directors’ duties. Specifically, we find that respondents who identify with moral-discipline related traditional Chinese values are more lenient to the chairman breaching his director's duties, whereas respondents who subscribe to modern Chinese values are less receptive to the director failing to report the chairman’s contravention of his director’s duties. These results suggest that it is imperative for China’s law-makers to rethink their approach to regulating directors’ duties instead of the wholesale transplantation of laws from Western countries.
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Patel, Mohsin Ali. "Impact of Board Structure and Firm Performance on Chief Executive’s Compensation." Asia-Pacific Management Accounting Journal 14, no. 2 (August 31, 2019): 185–99. http://dx.doi.org/10.24191/apmaj.v14i2-09.
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The corporate board usually influences all important decisions of a firm including setting of its long-term goals, developing a corporate strategic policy, as well as hiring and setting the compensation of the chief executive. Moreover, the organization of the board may have a significant effect on the monitoring and governance of the company. This paper analyses the impact of structure of the board and firm performance on chief executive compensation, in an emerging economy context specifically, Pakistan. Chief executive compensation is one of the controversial and sought after topics in research nowadays. Interestingly, the exploration into the topic has found that there is a significant and positive impact of the non-executive directors serving on the corporate boards on the compensation of chief executive. Furthermore, the size of the board has also showed to have a significant and positive impact on the chief executive’s compensation which logically means that the companies in which the boards are larger than the mean size will relatively pay higher to their chief executives. Also it was found that the performance of the firm does not have a statistically significant impact on chief executive compensation. These results have policy implications and are important to corporate stakeholders. Keywords: corporate governance, board structure, firm performance, Pakistan
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Wu, Tsung-Che, and Ming-hsiang Huang. "The Effect of Director's Individual and Family Shareholdings on Firm Performance." International Journal of Financial Research 9, no. 4 (August 21, 2018): 51. http://dx.doi.org/10.5430/ijfr.v9n4p51.
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The relation between firm performance and shareholding is a critical issue in corporate governance. In this paper, we examine if significant associations exist between firm performance and (1) directors’ shareholdings or (2) directors’ family shareholdings among Taiwanese listed firms. After addressing for possible endogeneity and controlling for firm specific variables, we find a positive association between executive director’s shareholding and firm performance. Consistent with incentive effect in agency theory, this result indicates that executive directors have incentive to maximize firms’ value. Also, we find that executive directors’ family shareholding is positively related to firm performance, which implies that executive directors may be motivated by their family members to improve firm value. The results also imply that the majority-minority agency problem can be mitigated when director’s family welfare is at stake. In addition, we divide research sample into subsets to accommodate the effect of mandatory independent director regulation in Taiwan since 2007.
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Berthelot, Sylvie, Julien Bilodeau, and Katy Davignon. "The impact of directors’ tenure on executive compensation and corporate financial performance." Corporate Ownership and Control 10, no. 2 (2013): 164–72. http://dx.doi.org/10.22495/cocv10i2c1art2.
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This research examines the impact of the tenure of independent directors on senior executives’ compensation and corporate financial performance. We assume that as the term of tenure or seniority of directors usually defined as “independent” increases, their independence can become compromised because of the relationships they build with corporate executives. The results show that although the tenure of independent directors has a positive impact on senior executives’ compensation, it has no significant impact on corporate financial performance. This result tends to support the contention that seniority should be taken into account in studies using director’s independence as a variable
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AFAM-MEBEI BLESSING OMEBERE and EBIAGHAN, Orits Frank. "EMPIRICAL NEXUS BETWEEN CORPORATE GOVERNANCE ATTRIBUTES AND DIRECTORS REMUNERATION: NIGERIAN EVIDENCE." Finance & Accounting Research Journal 4, no. 3 (October 18, 2022): 58–75. http://dx.doi.org/10.51594/farj.v4i3.385.
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This study is aimed at investigating the relationship between corporate governance attributes and director’s remuneration in Nigerian quoted firms. Specifically the study attempted to proffer answers to questions as it relates to the impact of board size, firm size, board independence, chief executive officer duality on directors' remuneration. Secondary data were extracted from the financial statements and accounts of the sampled firms for a 25years period spanning 1997-2021. And analyzed using Ordinary Least Squares Regression (OLS) E-views version 10 The study revealed that Board size, firm size, and board independence exerted positive effect on directors' remuneration, whereas the presence of a chief executive officer duality had negative influence on directors' remuneration. It was recommended that the position of Companies and Allied Matters Act (CAMA) 2020 as it concerns directors’ remuneration should be carefully adhered to and that the directors' remuneration must not be altered by any director irrespective of their positions in the organization. It is concluded that the chief executive officer duality should not be used as a yardstick in the determination of directors’ remuneration rather the board size, firm size, board independence should be used as a measure for fixing directors’ remuneration.
Keywords: Director’s Remuneration, Board Size, Firm Size, Board Independence, Chief Executive Officer Duality.
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Lentini, Steve. "Navigating Conflict between BOGs and C‐suite: Lessons for Dynamic Companies." Board Leadership 2024, no. 193 (May 10, 2024): 5–8. http://dx.doi.org/10.1002/bl.30263.
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Steve Lentini is founder and CEO of Positive Intelligence, an executive coaching service that helps CEOs and other C‐suite executives get the best out of their teams. In this article, he discusses how to navigate potential conflicts between boards of directors and executive management teams, who can often have opposing goals.
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Etikan, Julie. "Corporate Social Responsibility (CSR) and its Influence on Organizational Reputation." Journal of Public Relations 2, no. 1 (February 18, 2024): 1–12. http://dx.doi.org/10.47941/jpr.1694.
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Purpose: The main objective of the study was to examine Corporate Social Responsibility (CSR) and its influence on organizational reputation.
Methodology: The study adopted a desktop research 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.
Findings: The findings reveal that there exists a contextual and methodological gap relating to Corporate Social Responsibility (CSR) and its influence on organizational reputation. Preliminary empirical review revealed a strong positive correlation between CSR activities and organizational reputation across industries and geographical contexts. Companies prioritizing CSR initiatives like environmental sustainability and ethical practices are perceived more favorably by stakeholders, underscoring CSR's role in enhancing reputation and trust. Transparent communication of CSR efforts through various channels strengthens this reputation further. Additionally, the study identifies mediating and moderating factors such as CEO characteristics and industry norms, emphasizing the importance of strong leadership and tailored strategies. Ultimately, integrating CSR into strategic decision-making, transparent communication, and adaptation to stakeholder expectations are crucial for building a positive reputation that fosters long-term success.
Unique Contribution to Theory, Practice and Policy: The Stakeholder theory, Institutional theory and the Resource Based View theory may be used to anchor future studies on Corporate Social Responsibility (CSR). The study provided comprehensive recommendations based on its findings. Firstly, it suggests prioritizing CSR initiatives aligned with core values and business objectives to enhance reputation and build stakeholder trust. Secondly, transparent communication strategies should be adopted to convey CSR efforts effectively, fostering credibility and engagement. Furthermore, integrating CSR into overall business strategy and operations ensures its alignment with organizational culture and decision-making processes, maximizing its impact. Investing in stakeholder engagement enhances the effectiveness of CSR initiatives by involving diverse stakeholders in program design and evaluation. Additionally, monitoring and evaluating CSR impact through both quantitative and qualitative metrics is essential for accountability and continuous improvement. Lastly, leadership commitment and organizational culture are emphasized as crucial drivers of CSR, with senior executives playing a pivotal role in fostering an ethical and socially responsible environment that enhances organizational reputation and sustainability.
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Catuogno, Simona, Claudia Arena, and Riccardo Viganò. "Compensation Committee Quality and Effective Executive Remuneration." International Journal of Business and Management 11, no. 6 (May 25, 2016): 118. http://dx.doi.org/10.5539/ijbm.v11n6p118.
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Grounding in the agency theory, this paper questions whether high quality compensation committee influences the design of executive remuneration towards the alignment of the contrasting interests between managers and shareholders. Relying on a comprehensive approach that captures the compensation committee quality based on different attributes (i.e. independence, interlocking directorates, directors appointed by minorities) we conduct a two-step empirical analysis. First, we illustrate the evolution over time of the stock option plan characteristics and construct an illustrative diagram that shows the linkages between the attributes of the compensation committee quality and the elements of the option plans. Second, we run a probit regression analysis to deeply investigate the picture emerging from the diagram. Our results document that the quality of compensation committee significantly affects the assignment of incentive stock option plans. The paper evidence advances the knowledge in the literature on compensation committee and executive remuneration, by highlighting that structural characteristics of the committee other than independence of its members play a pivotal role in writing effective remuneration contracts for the executives. Our findings are also useful for investors and policymakers.
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Lichtenstein, Scott, and Pat Dade. "The Shareholder Value Chain: Values, Vision and Shareholder Value Creation." Journal of General Management 33, no. 1 (September 2007): 15–31. http://dx.doi.org/10.1177/030630700703300102.
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Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is creating dis-ease amongst other directors, executives and the organisations' operator who have different values. This disease potentially stymies leaders' and boards' ability to create more value for shareholders. By understanding the values dynamic and asking different questions, boards and leaders can motivate the culture to create more value. The objective of this paper is to build on previous executive values research by examining the impact of how the values of one executive value group translate into methods of creating shareholder value and proposing the linkage between leaders values and shareholder value. First, a theoretical background is provided. Next, the results of empirical research into executive values are briefly reviewed and combined with data and insights from proprietary market research to discuss how the needs and values of one executive value group impact on strategic leadership factors driving shareholder value creation methods. This is followed by proposing a conceptual framework illustrating the linkages between leaders' values and shareholder value creation with propositions. Conclusion and implications are drawn and finally limitations and areas for further research are provided.
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Li, Zhixuan. "Executive compensation adjustment and the risk of stock price." Highlights in Science, Engineering and Technology 88 (March 29, 2024): 1050–55. http://dx.doi.org/10.54097/754x8p69.
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Based on the 'convergence of interests' hypothesis, rational people hypothesis, and management information hiding hypothesis. This study uses the 2023 Fortune 500 as its research object to analyze the effects of executive remuneration adjustment on the danger of the stock price crash. The research shows that when the board of directors can effectively supervise the executives, the company's adjustment of the number of executive compensation will help to improve the incentive efficiency, promote the " convergence of interests " between executives and shareholders, relieve the agency problem, and then inhibit the crash of company's stock price. When the senior executive power gradually expands and loses control, the salary adjustment may be a manifestation of the executives seeking personal benefits, which not only does not help to solve the agency problem but may even become a part of the agency problem, which in turn increases the chance that the company's stock price may drop.
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Gill, Suveera. "Rewards for failure: an explanation for anomalous executive remuneration." Journal of Indian Business Research 6, no. 2 (June 10, 2014): 90–127. http://dx.doi.org/10.1108/jibr-05-2013-0054.
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Purpose – The present paper aims to question the rationale of paying a high remuneration to executives who are presiding over loss-making companies. The neoclassical wage model asserts that the remuneration of executive directors is positively related to their company’s financial performance. However, evidence suggests that executives can obtain a higher level of personal compensation regardless of how the company performs. Design/methodology/approach – The relationship between executive remuneration and performance for viable but loss-making Bombay Stock Exchange (BSE)-listed companies has been studied for 2009-2011. The paper examines the determinants of the level of executive remuneration as well as discerns the strength of the remuneration–performance relationship, both at the overall and across various board hierarchical levels, using the JM sensitivity and HL elasticity models. Findings – Results for univariate and multivariate analyses highlight that both the remuneration–performance sensitivity and elasticity are weak. Further, factors such as ownership structure, risk and industry class moderate the remuneration–performance elasticity. It seems that it is only the lower rung of executive directors whose cash remuneration gets adversely affected with the performance of the company. Originality/value – The paper offers valuable insight into the complexities relating to the remuneration performance relationship by putting forth a multi-theoretical perspective. The fact that executives are drawing a whopping remuneration while their companies continue to report disappointing results suggests that a catalytic role has to be played by the government so as to ensure that executive remuneration policies and practices are consistent with the company’s long-term objectives and control environment.
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Horney, Joshua. "Is directors’ liability under the Companies Act of 2008 a potentially dangerous trap in comparison to other jurisdictions?" Journal of Corporate and Commercial Law & Practice, The 8, no. 1 (2022): 50–66. http://dx.doi.org/10.47348/jccl/v8/i1a4.
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Company law jurisprudence is still emerging in South Africa, especially with the birth of the comprehensive Companies Act 71 of 2008. Academics have focused on directorial duties, with harsh criticism on the shoulders of the legislature. This piece examines the role of non-executive directors specifically but directors holistically under South African law to potentially illustrate how red tape and compliance are strangling this role. Arriving at this conclusion, directorial duties under the common law and the Act are compared and scrutinised. In addition, directorial protective instruments are tested to analyse whether the Act has sufficiently protected directors enough to allow for entrepreneurship and risk-taking but also to hold overstepping directors accountable for extensive breaches of director duties.
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Rost, Katja, and Margit Osterloh. "Are top executives paid too much? Determinants of directors’ pay in Switzerland." Corporate Board role duties and composition 4, no. 2 (2008): 7–23. http://dx.doi.org/10.22495/cbv4i2art1.
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Executive compensation has become a fashionable topic: Cross-nationally, the earnings of executives and non-executive directors have risen significantly in recent years. Academic literature offers two hypotheses for this trend, a “fat cat” and an “optimal-contract” explanation. Proponents of the “fat cat” explanation state that directors are paid too much due to their unjustified power. Proponents of the “optimal-contract” hypothesis state that competition in the managerial labour market establishes an optimal compensation contract. This study contrasts both hypotheses and presents evidence that the level of directors’ pay in Swiss corporations is to be explained by “optimal contracts” and by managerial power. We give evidence to which degree the two explanations are valid.
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de Villiers, Rouxelle, and Vida Botes. "The impact of skills development interventions on corporate control: Executives’ & directors’ coaching." Corporate Board role duties and composition 9, no. 3 (2013): 50–65. http://dx.doi.org/10.22495/cbv9i3art5.
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Senior decision-makers require knowledge, skills and attributes to pro-actively navigate the business environment in search of optimal organizational outcomes. Increasingly executive coaches are employed to develop these leadership competencies. The paper integrates literature findings from human resource development, organizational behavior, management and psychology disciplines and posits a framework for effective triadic coaching relationships. The model includes requirements for positive performance results, corporate governance, strategy and organizational change outcomes. The study concludes with a number of detailed suggestions for better practice of executive coaching for non-executive directors, practicing executives and consultants. The cautionary notes regarding limitations and impact of coaching and incompetency training on strategy and proprietary intelligence make an important contribution to the body of knowledge regarding executive coaching.
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MUZATA, TAPIWA, and GODFREY MAROZVA. "Executive Compensation Schemes: Accelerants of Agency and Corporate Governance Problems in South Africa." African Journal of Governance and Development (AJGD) 11, no. 1.2 (November 3, 2022): 328–50. http://dx.doi.org/10.36369/2616-9045/2022/v11si2a7.
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Executive remuneration has been less analysed and there is need for scrutiny on executive compensation structures and their implications on corporate governance. The study aimed to ascertain the role of executive compensation in accelerating agency and governance problems for FTSE/JSE Top-40 companies from 2008 - 2016. A Generalised Method of Moments was employed, and the results revealed that executive compensation structures can be accelerants of agency and corporate governance problems as the performance was found to negatively affect directors' remuneration. Also, governance had a negative impact on remuneration. Share option trading results confirm agency conflict as net trades and the number of directors that traded on their share options were found to deteriorate with improvement in remuneration. Therefore, it is recommended that the remuneration of executives must be aligned with performance and corporate governance. Moreover, executive directors must exercise their share options after the vesting period and in years they meet predetermined performance targets. Companies should adopt the proposed executive remuneration model in their policies to ensure that executive remuneration considers the governance of the companies they lead. The study's proposed model can be modified in future studies to incorporate other performance matrices such as the six capitals. Keywords: Remuneration Model, Executive Compensation, Governance, Share Options
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Sudirjo, Frans. "Management Compensation, Gender Diversification, and Executive Preferences on Tax Avoidance of IDX Manufacturing Companies." International Journal of Financial Research 11, no. 1 (October 10, 2019): 373. http://dx.doi.org/10.5430/ijfr.v11n1p373.
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This study aims to analyse the effect of management compensation, gender diversification, and executive preferences on tax avoidance practices in Indonesia Stock Exchange (IDX). Conceptually, this study uses mediating variables of executive gender diversification and executive preferences in the relationship between management compensation and tax avoidance. This study uses balanced panel data with a total of 404 observations from manufacturing companies listed on the Indonesia Stock Exchange in the 2015-2018 period. The results showed a negative assessment of management compensation on tax avoidance. However, further examination revealed that management compensation will positively influence tax avoidance if compensation is given to the board of directors who have gender diversification characteristics in the composition of their members indicated by at least one female director on the board of directors. Lastly, the greater the management compensation given to executives who have risk taker characteristics will also make directors to do greater tax avoidance.
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Walther, Axel, Hannah Möltner, and Michèle Morner. "Non-executive director’s motivation to continue serving on boards: a self-determination theory perspective." Corporate Governance: The International Journal of Business in Society 17, no. 1 (February 6, 2017): 64–76. http://dx.doi.org/10.1108/cg-05-2016-0120.
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Purpose This paper aims to identify distinct motivation profiles among non-executive directors and explores the reasons why non-executive directors continue to serve on boards of directors. Design/methodology/approach The analysis is based on a multiple case study in the context of German supervisory boards. The authors develop their primary insights from semi-structured interviews with 53 non-executive directors. Findings The findings indicate that non-executive director motivation revolves around material incentives, reputation, meaningfulness, congruence with firm goals and enjoyment. Three distinct motivation profiles emerge from the analysis, with each profile exhibiting a set of unique reasons to continue serving on boards. Research limitations/implications Future research needs to test for the statistical representativeness of the findings and their performance implications, preferably in a shareholder-oriented governance context. Originality/value The study introduces a psychological angle to the debate about non-executive director motivation. The contributions include going beyond a bi-polar distinction between intrinsic and extrinsic motivation and draw attention to how motivation profiles relate to non-executive director’s intention to continue serving on boards.
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Hitt, Michael, and Katalin Takacs Haynes. "CEO overpayment and underpayment: executives, governance and institutions." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 1 (April 9, 2018): 38–46. http://dx.doi.org/10.1108/mrjiam-09-2017-0781.
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Purpose Based on the findings of Aguinis et al. (2018) that only a few executives are properly compensated, the purpose of this paper is to examine potential causes and consequences of CEO overpayment and underpayment. Ineffective compensation of the CEO represents a governance failure by the board of directors. Better understanding the reasons for such failures may help boards to correct their processes and to enact more effective governance. Boards must look beyond the normally constrained focus of agency theory to examine executive characteristics and motivation. Thus, tailoring compensation plans and governance to the executive and organizational context requires attention to a broader set of theoretical notions. Design/methodology/approach Using the Aguinis et al. (2018) work, this paper conceptually identifies and explains the causes and consequences of CEO overpayment and underpayment along with their implications for governance and future research. Findings This paper identifies potential reasons for CEO overpayment and underpayment. For example, in addition to poor hiring decisions and inadequately designed compensation plans, CEO overpayment can occur because of executive hubris and greed. Alternatively, CEO underpayment may occur because of a poorly designed plan, inadequate information about the external labor market and the executive’s interests in non-pecuniary benefits (e.g. socio-emotional wealth, altruism). Without proper monitoring and oversight by the board, firm performance commonly suffers. Originality/value This work extends our understanding of why CEOs may be overpaid (e.g. hubris, greed) and why some executives may accept underpayment (e.g. desire for non-pecuniary benefits from SEW or altruism). This paper explains the consequences of ineffective corporate governance practices that allow inefficient CEO compensation. Finally, this paper explores several contingencies that can affect the governance practices and research needed to enhance our knowledge of this important area.
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BAIXAULI-SOLER, J. Samuel, M. Encarnacion LUCAS-PEREZ, Juan Francisco MARTIN-UGEDO, Antonio MINGUEZ-VERA, and Gregorio SANCHEZ-MARIN. "EXECUTIVE DIRECTORS' COMPENSATION AND MONITORING: THE INFLUENCE OF GENDER DIVERSITY ON SPANISH BOARDS." Journal of Business Economics and Management 17, no. 6 (December 21, 2016): 1133–45. http://dx.doi.org/10.3846/16111699.2014.969767.
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This study presents evidence of the influence of gender diversity on the pay system and the monitoring of executives in Spain. In this country/context, characterized by a few male dominant shareholders acting simultaneously as executives, there is an ongoing discussion regarding the enactment of laws to promote gender equality on the boards of directors of large listed companies. This paper presents several contributions. On the one hand, the scarce previous evidence on this topic is focused on US firms. On the other hand, this study includes the role of ownership structure as a factor that indirectly moderates the relationships between gender diversity on board and monitoring effectiveness in terms of executive directors’ compensation. Furthermore, this paper makes an important effort to control endogeneity. The sample examined includes 120 companies listed on the Spanish stock market during the period 2004–2011. The results show a positive and highly significant effect of the presence of women independent directors on the proportion of variable pay in the compensation of executive directors. Our findings also point out the negative moderating effect of ownership concentration: the more concentrated is ownership in the hands of internal majority shareholder, the less is the link between board diversity and pay-for-performance systems.
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Kostyuk, Alexander. "The Kostyuk report: Executive compensation practices in Ukraine." Corporate Board role duties and composition 1, no. 2 (2005): 31–38. http://dx.doi.org/10.22495/cbv1i2art2.
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The main research question of this research is: "Does an ownership structure influence performance of executive compensation in Ukraine?". A very detailed investigation of the most active Ukrainian joint stock companies has been undertaken. Total number of the companies under research is 50. Period of investigation is from 1998 to 2003. Fixed-based compensation is still the major form to reward executives at Ukrainian companies. From this perspective, Ukrainian practices for rewarding executives belongs to Continental model, developed in Germany. It can be explained by lack of: appropriate legislation, allowing stock based compensation; liquid stock market; lack of knowledge of directors (members of supervisory boards) on incentive based compensation; lack of control and executive monitoring functions by supervisory board
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Zahra, Shaker A., Donald O. Neubaum, and Morten Huse. "Entrepreneurship in Medium-Size Companies: Exploring the Effects of Ownership and Governance Systems." Journal of Management 26, no. 5 (October 2000): 947–76. http://dx.doi.org/10.1177/014920630002600509.
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Corporate entrepreneurship (CE), which embodies a company’s innovation and venturing activities, is necessary in today’s competitive markets. CE is important for organizational renewal, the creation of new business, and improved performance. CE, however, requires strong and continued support from the company’s top executives. Data from 231 medium-size manufacturing companies show that commitment to CE is high when: (1) executives own stock in their company; (2) the board chair and the chief executive officer are different individuals; (3) the board is medium in size; and, (4) outside directors own stock in the company. The relationships between the ratio of outside directors and CE, and institutional ownership and CE, are mixed. CE is also positively associated with future company performance.
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Mateus, Cesario, Irina Mateus, and Alex Stojanovic. "Diversity on British boards and personal traits that impact career progression from AIM towards FTSE 100." Corporate Ownership and Control 17, no. 4 (2020): 183–99. http://dx.doi.org/10.22495/cocv17i4art15.
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This study proposes a new approach to examining executive remuneration and manager characteristics disaggregated by market index peer clusters and analyses personal attributes that differentiate managers across companies of different market caps (proxied my market indices such as FTSE 100, FTSE 250, FTSE SmallCap, and AIM). Our sample is composed of biographical data on 790 executive directors from 125 UK financial firms covering a 2004-2016 time period. The results show that network and education are the most important factors for career progression. On average, FTSE 100 executive directors are three times better connected and two times better educated than FTSE SmallCap and AIM board members. The larger the firm, the more diverse the board with more international (non-British) and female directors (even though male executives mostly dominate). The higher position is associated with greater age, while new executives tend to be younger and better connected. We highlight a change in the new managers’ skill-set after the financial crisis which may presumably be explained by risk aversion. New directors appointed after 2008 are, on average, older and better educated. Even though after the crisis we document that all the boardrooms, except FTSE SmallCap, appear to have become more gender diverse, the female presence in the boards is scarce and the highest number of women was mainly employed during the financial crisis. After 2008, British boards have become less nationality diverse. Thus, for the purpose of maintaining companies’ competitive advantage in increasingly diverse markets, it requires further attention from policy regulators.
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Oehmichen, Jana, Alexander Schult, and Michael Wolff. "Former Executives Serving as Non-Executive Directors: Resource Channels or Ineffective Monitors." Schmalenbach Business Review 66, no. 4 (October 2014): 438–69. http://dx.doi.org/10.1007/bf03396914.
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Liebowitz, Jay, Yolande Chan, Tracy Jenkin, Dylan Spicker, Joanna Paliszkiewicz, and Fabio Babiloni. "If numbers could “feel”: How well do executives trust their intuition?" VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 531–45. http://dx.doi.org/10.1108/vjikms-12-2018-0129.
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Purpose In the business and data analytics community, intuition has not been discussed widely in terms of its application to executive decision-making. However, the purpose of this paper is to focus on new global research that combines intuition, trust and analytics in terms of how well C-level executives trust their intuition. Design/methodology/approach Our Fulbright research, as described in this paper and performed by colleagues from the United States, Canada, Poland and Italy, examines executives’ as well as other less experienced employees’ preferences for different types of intuition versus data analysis. This study set out to better understand the degree to which executives prefer intuition versus analysis and the relationship between these approaches to decision-making. Our research combines elements of a review, a cross-cultural/cross-company survey study and a biometrics study in interoception. The research team has a multidisciplinary background in business, information technology, strategy, trust management, statistics and neuroscience. Findings Based on our research, the main findings are as follows. The use of and preference for intuition types change as employees gain more experience. However, there may be intuition styles that are more static and trait-like, which are linked to roles, differentiating managers from leaders. Using “inferential intuition” and “seeing the big picture” go hand in hand. Listening to your body signals can promote improved intuition. Cross-cultural differences may impact executive decision-making. Executives often prefer to use their intuition over analysis/analytics. Research limitations/implications This research could be expanded to have a larger sample size of C-level executives. We had 172 responses with 65% C-level executives and 12% directors. However, a recent survey by the Economist Intelligence Unit on intuition used by executives had a sample of 174 executives around the world, which is comparable with our sample size. Practical implications From our research, executives should continue to apply their experiential learning through intuition to complement their use of data in making strategic decisions. We have often discounted the use of intuition in executive decision-making, but our research highlights the importance of making it a critical part of the executive decision-making process. Originality/value Based on the results of our survey and biometrics research, executives apply their intuition to gain greater confidence in their decision-making. Listening to their body signals can also improve their intuitive executive awareness. This complements their use of data and analytics when making executive decisions.
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Mthunzi, Mncane, Bhasela Yalezo, and Cecile Gerwel Proches. "Leadership development and diversity in JSE-listed companies." Corporate Governance and Organizational Behavior Review 6, no. 3 (2022): 87–96. http://dx.doi.org/10.22495/cgobrv6i3p8.
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The study sought to reveal and analyze the causes for the lack of advancement of black talent in Johannesburg Stock Exchange (JSE)-listed companies, including how they can be dealt with. The research further examined the impact of leadership development on the acceleration of black talent at executive levels within the JSE-listed companies in South Africa. A qualitative research approach was employed. This was an exploratory study. This paradigm was considered suitable in attempting to understand the problem situation. The study used purposive, non-probability sampling. The data were obtained from 16 semi-structured interviews conducted with different business leaders employed by or who served on the board of directors of a JSE-listed company. The respondents included board chairpersons, chief executives, executives, and human resources (HR) practitioners of different companies. Leadership development will require a transformational approach from leaders who need to sponsor such outcomes (Daft, 2018). The leadership development initiatives that the study recommends include the conversion of non-executives to executives, career sponsorships, stretch assignments and rotations, and executive assistant initiatives. The study outcomes provide practical guidance to companies for accelerating black talent to executive levels in JSE-listed companies by using the recommended leadership development initiatives
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Longenecker, Clinton, and Mike McCartney. "The benefits of executive coaching: voices from the C-suite." Strategic HR Review 19, no. 1 (January 30, 2020): 22–27. http://dx.doi.org/10.1108/shr-06-2019-0048.
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Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more effective and can experience great benefits when they properly make use of an effective executive coach. The development of senior leaders using this tool can have a powerful impact on organizational performance and organization’s culture. Originality/value A review of the literature will reveal that anecdotal evidence abounds, but there is limited empirical research chronicling the true benefits of executive coaching.
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Alves, Diego Saldo, and Marcelo Paveck Ayub. "O IMPACTO DA REMUNERAÇÃO DOS EXECUTIVOS NO FLUXO DE CAIXA OPERACIONAL DAS EMPRESAS LISTADAS NA B3." Revista Gestão e Desenvolvimento 16, no. 1 (February 13, 2019): 3. http://dx.doi.org/10.25112/rgd.v16i1.1354.
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O objetivo deste estudo é analisar qual o impacto da remuneração dos membros do conselho de administração e conselho fiscal no fluxo de caixa operacional das empresas brasileiras listadas na B3. Foram analisadas 84 empresas no período de 2012 a 2015. Na análise, foi feita uma regressão linear múltipla com dados em painel, além das estatísticas descritivas. Adotou-se o fluxo de caixa operacional como variável dependente e as remunerações dos membros do conselho de administração e conselho fiscal como variável independente. No estudo, utilizou-se o coeficiente de correlação de Pearson na intenção de medir o grau de correlação entre as variáveis. Como fundamentação teórica, foi analisada a demonstração dos fluxos de caixa, em que foram abordados o fluxo de caixa das atividades operacionais, investimento e financiamento. Também foram abordadas as formas de remuneração de executivos, como remuneração fixa e variável do conselho de administração, pagamento baseado em ações e opções de ações, remuneração fixa do conselho fiscal, a teoria da agência e estudos anteriores sobre o assunto. Os resultados evidenciam que não há relação significativa entre a remuneração dos executivos e o fluxo de caixa operacional das empresas, exceto a remuneração fixa do conselho fiscal que se apresentou positiva e significativa.Palavras-chave: Remuneração dos executivos. Fluxo de caixa operacional. Pagamento baseado em ações.ABSTRACTThe objective of this study is to analyze whether executive compensation influences the operational cash flow of Brazilian companies listed on B3. A total of 84 companies were analyzed between 2012 and 2015. In the analysis, a multiple linear regression with panel data was performed, in addition to the descriptive statistics. As a dependent variable, the net cash flow from operating activities was adopted and, as independent variables, the fixed compensation, variable and payment based on shares of the board of directors and the fixed compensation of the fiscal council. In the study, the Pearson correlation test was used to identify collinearity between the study variables. As a theoretical basis, the cash flow statement was analyzed, in which the cash flow from operating activities, investment and financing were discussed. Executive Compensation was also discussed, such as fixed and variable compensation of the board of directors, stock-based payment and stock options, fixed compensation of the supervisory board, agency theory and previous studies on the subject. The results show that there is no significant relationship between the executives 'compensation and the companies' operating cash flow, except for the fixed remuneration of the fiscal council, which was positive and significantKeywords: Executive compensation. Operating cash flow. Share-based payment.
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Jahan, Tasnuva. "Directors’ Remuneration and Corporate Governance within the UK." International Journal of Learning and Development 7, no. 3 (July 10, 2017): 12. http://dx.doi.org/10.5296/ijld.v7i3.11496.
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In this era of globalization and rapid growth of world economy size of directors’ remuneration is a matter of international debate. Current anxieties are around the increase in executive pay as reports disclose that executive pay no longer corresponds with performance and the gap of wealth have widened since the 1980s. The courts, nevertheless, has been reluctant to scrutinise this condition, neither has the legislature shown any interest to fix any standard of pay. Model Articles for Public Companies allow the board of directors to delegate their powers on conditions they seem fit. Compared the pay of CEOs of companies of Japan, Germany and UK with the USA and found that USA and UK were closest with their generous pay. This comparison is important since the UK and the USA have been taking serious techniques to prevent extra pay. This paper will discuss about the issues with remuneration highlighting the legal control of director’s remuneration and the flaws of regulations from different viewpoints of shareholder, executive and company along with social and economic the factors that increases director’s remuneration.
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Kaplan, Matthew E., Alan H. Paley, and Jonathan R. Tuttle. "SEC enforcement actions getting up close and personal." Journal of Investment Compliance 17, no. 1 (May 3, 2016): 131–32. http://dx.doi.org/10.1108/joic-02-2016-0008.
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Purpose To alert public company management and directors to several recent SEC enforcement actions involving executives and other senior personnel arising out of securities law violations. Design/methodology/approach Reviews a series of enforcement actions against four chief executive officers, four chief financial officers, an audit committee chair, and one outside auditor (BDO USA LLC) and five of its partners arising out of securities law violations by four different corporations (MusclePharm Corporation, Bankrate, Inc., KIT Digital, Inc. and General Employment Enterprises, Inc.). Each of the actions involved financial reporting and disclosure violations. Also highlights the need for directors and senior management to maintain a sharp focus on their company’s controls and disclosure practices. Findings The SEC’S actions may portend renewed determination by the agency to hold executives and directors, as well as outside professionals, accountable for securities fraud and disclosure violations committed by corporations. Originality/value Practical guidance from experienced securities lawyers.
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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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Stein, Guido, Manuel Gallego, and Marta Cuadrado. "CEO succession and proprietary directors: evidence from Spanish listed firms." Corporate Ownership and Control 11, no. 1 (2013): 140–46. http://dx.doi.org/10.22495/cocv11i1conf2p5.
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This study advances research on CEO succession and board monitoring of senior executives by examining how proprietary directors can affect the probability of CEO dismissal. Drawing on our newly developed database covering all CEO successions occurring in all Spanish listed firms during the period 2007–2010, we propose that proprietary directors may increase the board’s monitoring efforts over the chief executive, forcing him to resign in situations of poor performance. Hypotheses are tested longitudinally, using CEO succession data taken from 111 publicly-traded firms in the Spanish ‘mercado continuo’ over a four-year period
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Brandão, Isac de Freitas, Alessandra Carvalho de Vasconcelos, Márcia Martins Mendes De Luca, and Vicente Lima Crisóstomo. "Composition of the board of directors and pay-performance sensitivity." Revista Contabilidade & Finanças 30, no. 79 (March 2019): 28–41. http://dx.doi.org/10.1590/1808-057x201806610.
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ABSTRACT This article investigates, in the Brazilian capital market, the effect of the composition of the board of directors on executive compensation sensitivity to market performance, known as pay-performance sensitivity (PPS). Due to potential agency conflicts between controlling and minority shareholders and between shareholders and managers, members of the board of directors of the executive board or those appointed by the controlling shareholder might have less independence, something which may compromise monitoring effectiveness and, consequently, reduce the PPS. The purpose is contributing to understand the agency conflicts that have taken place in the Brazilian capital market and to define the configuration of the monitoring and compensation mechanisms that minimize total agency costs, maximizing shareholders’ wealth. The research results have implications for understanding the agency relations and for corporate governance in the Brazilian capital market. It is concluded that the relation between the monitoring exercised by the board of directors and executive compensation is a condition for its effectiveness as a governance mechanism in the Brazilian capital market. Data within the period 2013-2015 from 92 companies that participate in the Brazil 100 Index (IBRX 100) of the São Paulo Stock, Mercantile & Futures Exchange (BM&FBOVESPA) were analyzed. In addition to tests of difference between mean values and correlation, estimates were processed through feasible generalized least squares modeling. The independence of the board of directors vis-à-vis the controlling shareholder and the executive board may work as a corporate governance mechanism supplementing executive compensation. The results of this study indicate that the proportion of executives and independent members in the board of directors reduces the PPS, a measurement for executive compensation effectiveness made operational by the contemporary relation between increased managers’ compensation and increased company’s market value.
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Stathopoulos, Konstantinos, Susanne Espenlaub, and Martin Walker. "The Compensation of UK Executive Directors: Lots of Carrots but are There Any Sticks?" Competition & Change 9, no. 1 (March 2005): 89–105. http://dx.doi.org/10.1179/102452905x38669.
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This article provides evidence on the level and composition of the pay of the top executives of a sample of UK public listed companies (PLCs). The study uses hand-collected data on the compensation for 698 CEO years and 2,609 other-executive years over the period 1995–2000. In order to focus on the consequences of exceptional performance the sample is stratified to include sub-samples of PLCs experiencing extreme positive and negative stock-price performance. With regard to management compensation clear differences are found in the treatment of executives across the three sub-samples. Consistent with standard contracting theory, the executives of exceptionally well performing firms fare better than the executives of mid-performing firms, who in turn fare better than the executives of poorly performing firms. In particular it appears the executives of exceptionally poorly performing firms experience mean cuts in their salaries and bonuses. That trend also applies to equity-based compensation. It should be mentioned, though, that a time-series investigation reveals increased participation and value in the equity-based schemes provided to CEOs and other executives of poorly performing firms. This is against the agency theory prediction that agents refrain from risk sharing in more volatile corporate environments. With regard to loss of tenure the finding, consistently with current literature, is that the CEOs of poorly performing firms are significantly more likely to be dismissed. This turnover, though, does not seem to directly affect the CEOs' emoluments during the year of departure. It is argued that the effect of turnover on CEOs' wealth depends on whether departure affects their ability to find an equally lucrative new job.
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Schoenemann, Andreas. "Executive Remuneration in New Zealand and Australia - Do Current Laws, Regulations and Guidelines Ensure "Pay for Performance"?" Victoria University of Wellington Law Review 37, no. 1 (May 1, 2006): 31. http://dx.doi.org/10.26686/vuwlr.v37i1.5558.
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This article undertakes an examination of the current corporate governance frameworks relating to the remuneration of executives, and particularly executive directors, of listed companies in New Zealand and Australia. The theoretical background of the article builds on agency theory and managerial power theory. On this basis, performance-related remuneration is identified as crucial in aligning the divergent interests of shareholders and executives. Theories also suggest that the board of directors alone is not a sufficient mechanism to ensure that performance-related pay is implemented in practice. Examination of substantive remuneration rules regarding the structure and form of remuneration agreements finds that in both New Zealand and Australia the relevant problems are only sparsely addressed in enforceable law. More emphasis is put on procedural remuneration rules. Particularly in the fields of disclosure and shareholder involvement, Australia is a step ahead of New Zealand.
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Yaokumah, W. Yaokumah. "The contextual model towards understanding information technology governance principles, structures and mechanisms." Pentvars Business Journal 9, no. 1 (December 31, 2015): 46–61. http://dx.doi.org/10.62868/pbj.v9i1.110.
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Although top executives depend on IT (information technology) to achieve strategic and operational goals and to meet legal and regulatory compliance, IT governance is often not well understood by the board of directors and executive management. The intent of this paper is to provide guidelines and understanding of the context of IT governance to organizational leaders. The study employs a qualitative examination of peer-reviewed journals, published documents, and IT practitioner sources containing IT standards and frameworks to (1) classify and discuss the high-level view of the inter-related components of IT governance, and (2) develop a contextual model of IT governance. The contextual model integrates corporate governance theories, IT governance mechanisms, and IT governance domains. The strength of this model is its simplicity, which is devoid of complexities that normally confound the boards of directors and top executives when implementing IT governance. Therefore, the model will provide guidance to the top executives and IT leaders the choices to initiate IT governance according to governance principles, IT governance mechanisms, statutory and regulatory compliance, and standard IT governance practices.