Relevant bibliographies by topics / Executive

Contents

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

Academic literature on the topic 'Executive'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Executive"

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Nzunga, Dennis Joseph. "Executive Reward Structure and Financial Performance of Listed Companies in the Nairobi Securities Exchange, Kenya." Journal of Finance and Accounting 6, no. 3 (July 12, 2022): 21–39. http://dx.doi.org/10.53819/81018102t4057.

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Studies have reported positive and significant relationship,that is, positive relationship between executive fixed pay, cash bonus, stock options and company’s financial performance; others negative and significant relationship, while others no significant relationship. In view of4this, the4 study4 sought4 to4 establish4 the4 relationship4 between4 executive4 reward4 structure4 and4 financial4 performance4 of4 listed4 companies4 at4 the4 Nairobi4 Securities4Exchange, Kenya. The investigation's precise goals were to establish the impact of executive base pay, bonuses, and non-cash incentives, as well as executive7 stock7options, on7 the7 financial7 performance7 of7 firms7listed7 on7the Nairobi Securities7Exchange7in7Kenya.The research also determined if the rate of inflation had a moderating influence on the association between CEO compensation and financial performance of Nairobi securities exchange-listed businesses. Stakeholder theory, agency theory, marginal productivity theory, and managerial power and governance theory were all used in this research. In this study, the positivist philosophy was applied, as well as a causal research design. The target population was all 65 listed businesses on the Nairobi Securities Exchange in Kenya, and a census was conducted. The research employed panel secondary data from annual financial statements of NSE-listed businesses. The study finding indicated that all the study variables except for inflation had a positive correlation with with financial performance of listed firms. However it is basic pay, bonuses and non cash benefits that had a positive and significant effect on the financial performance of listed firms. The effect of executive share options was positive but insignificant at 5% level of significance. Equally the effect of inflation was negative but insignificant. However, inflation has a signinificant effect as a moderator in the relationship7 between7 executive7 rewards7 and7 financial7 performance7 of7 listed7 firms7 at7 the7 Nairobi7 Securities7Exchange.Its is on the basis on of this findings that the study recommends that listed firms need to tailor their executive compensation and reward schemes to performance to encourage the top executives to continuous work hard and achieve their performance targets. Keywords: Executive reward structure, executive basic salary, executive bonuses, executive non-cash benefits, executive stock options, inflation rate, financial performance.
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Moore, James Hatch, and Zhongming Wang. "Passion in executive mentoring influences organizational innovativeness." Social Behavior and Personality: an international journal 46, no. 2 (February 2, 2018): 219–31. http://dx.doi.org/10.2224/sbp.6487.

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Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.
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Carter, Mary Ellen, Francesca Franco, and İrem Tuna. "Matching Premiums in the Executive Labor Market." Accounting Review 94, no. 6 (February 1, 2019): 109–36. http://dx.doi.org/10.2308/accr-52393.

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ABSTRACT We study whether executives receive pay premiums for the uncertainty of their match with a new firm. Using changes in executive-firm matches from Execucomp, we document that executives receive significant attraction premiums when they move to new firms. These premiums vary with proxies that capture potential sources of uncertainty about the quality of the match, and are incremental to pay for managerial talent, generalist ability, industry turnover risk, and potential additional costs incurred by the new employer to attract the executive to the firm, such as payments for forfeited equity and relocation costs. Consistent with compensation for uncertainty of fit, we find that the premiums decrease with the executive's tenure at the new firm, as the uncertainty about the executive-firm match is resolved over time. Our findings raise the possibility that attraction premiums are an additional cost of executive turnover and may contribute to the overall rise in executive pay. JEL Classifications: J24; J33; M12; M52. Data Availability: Data are available from sources cited in the text.
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Majer, Piotr. "The Offence of Failing to Observe the Duty to Execute a Penal Sentence or Decree (Canon 1371 § 5 CIC)." Biuletyn Stowarzyszenia Kanonistów Polskich 33, no. 36 bis (November 21, 2023): 159–76. http://dx.doi.org/10.32077/bskp.8023.

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This article discusses the offence of failure to observe the duty to execute a penal sentence or decree.[1] This is a new offence in the Code of Canon Law defined during the recent revision of criminal canon law by the Apostolic Constitution Pascite gregem Dei of 23 May 2021. Canon 1371 § 5 addresses the negative experience of recent years especially with regard to the sexual abuse of minors by clerical persons. The active subject of the offence is the ecclesiastical Superior who is obliged to effectively execute an executive sentence and carry out the orders and prohibitions contained therein against the offender. However, the concept of executing an executive sentence is vague. Some doctrinal representatives even question the need for the concept, considering that the punishment is effective in itself, without the need for additional “execution.” This, in light of Canon 18, could make it difficult to enforce the new provision.
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Lauck, John R., Joseph R. Rakestraw, and Sarah E. Stein. "Do Audit Fees Reflect Unique Characteristics of Individual Executives?" Accounting Horizons 34, no. 4 (June 12, 2020): 105–24. http://dx.doi.org/10.2308/horizons-19-193.

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SYNOPSIS We examine whether audit fees reflect characteristics of individual executives incremental to known determinants of fees. Using a novel executive effects approach, we find that unexplained audit fees exhibit a statistically and economically significant association with executive effects after controlling for factors related to the firm and environment. Specifically, executive effects represent between 20 and 39 percent of the total variation in unexplained audit fees. Our tests also show only limited evidence that observable proxies are associated with the auditor's perception of an executive's style, which suggests that our analysis identifies unobservable traits that cannot be captured by typical measures in archival research (e.g., gender, age, educational background, and board membership). Collectively, our study highlights the importance of executive characteristics in the determination of audit fees and suggests that future research may benefit from additional consideration of individual executives' influence on the pricing of audit services. Data Availability: Data used in this study are available from public sources identified in the document.
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Niedobitek, Matthias. "The German Bundesrat and Executive Federalism." Perspectives on Federalism 10, no. 2 (June 1, 2018): 198–214. http://dx.doi.org/10.2478/pof-2018-0023.

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Abstract The German Basic Law constitutes federalism as a unique political system which is characterised by intertwined decision-making of the Federation (Bund) and the component units (Länder). The executives of the two federal tiers and the Länder executives within the Bundesrat play a major role in making joint decisions. They are forced to make decisions in the ‘joint-decision mode’ (Politikverflechtung) which is detrimental to accountability. Reform efforts were made to unbundle competences and to reduce the number of bills which require the Bundesrat’s consent. Due to the dominance of the executives and the distribution of powers between the federal tiers (legislation is dominated by the Bund, execution is dominated by the Länder), German federalism is rightly called ‘executive federalism’. German federalism can even be regarded as an embodiment of that concept since it covers all possible aspects of ‘executive federalism’. The Bundesrat has an important share in that classification.
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Chang, Ya-Fen, Wei-Liang Tai, and Ka-Ho Fung. "Offline User Authentication Ensuring Non-Repudiation and Anonymity." Sensors 22, no. 24 (December 10, 2022): 9673. http://dx.doi.org/10.3390/s22249673.

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User authentication is the key to ensuring that only authorized users can deal with specific affairs and access services. Applications or systems possessing different properties or requirements need different authentication schemes. For example, some institutions or companies need executives to manage or inspect their corresponding departments while the inspected department should not know who the executives are but only can verify their legitimacy. This paper designs a non-repudiation and anonymity-ensured user authentication system to meet the mentioned special requirements. We also propose a user authentication scheme to ensure that the designed system can work as claimed. In the system, a department is equipped with an authentication device, namely the department authentication device, to authenticate an executive while the executive’s identity is not revealed to the department and only the department’s authentication device can identify the executive for non-repudiation. An executive is equipped with an authentication device to have himself/herself authenticated by the department’s authentication device. Moreover, authentication data stored in an executive’s authentication device does not need to be updated even when management personnel changes are made.
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Webb, Peter J. "Back on track: The coaching journey in executive career derailment." International Coaching Psychology Review 1, no. 2 (November 2006): 68–74. http://dx.doi.org/10.53841/bpsicpr.2006.1.2.68.

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Executive career derailment seems to coincide with one of the most significant transitions in life – the midlife ‘crisis’. Career derailment is most commonly caused by insensitivity; both to others needs and to the individuals own developmental needs for authenticity. Executive coaches can form strong developmental relationships with derailed executives through engaging them in the behaviours of individuation and supporting the development of a more authentic self. Coaching is conceptualised as a ‘U-shaped’ journey exploring 5 levels of meaning: (1) the executive’s environment; (2) the executive’s behaviour; (3) attitudes, (4) deep structure of the person; and (5) deepest structure.
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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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Saputra, Willy Johan Widjaja. "Development of Executive Information System to Support Strategic Goals in Retail Company." Engineering, MAthematics and Computer Science (EMACS) Journal 1, no. 1 (August 31, 2019): 29–36. http://dx.doi.org/10.21512/emacsjournal.v1i1.5796.

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One way to present accurate and actual information to the executive is to use the Executive Information System. The Executive Information System is designed for executives who need information to monitor the situation and manage company management. Problems that may arise at this time are the lack of available information for executives because of geographical barriers, for example the distance between the head ofce and branches that are far apart or executives who often work out of the ofce so that they cannot monitor the company. This is because generally the Executive Information System that exists is only available and can be accessed from within the company environment so executives who are outside the company environment cannot access the Executive Information System to get the information needed. With the existence of an intranet-based Executive Information System, it is expected to cover the shortcomings of the Executive Information System which is not based on intranets. Information needed by executives is not only available in the corporate environment but is also available at a site that can be accessed by executives via the internet, so that executives can easily access information to monitor company performance and determine company management policies even though the executive in question is at outside the corporate environment, especially those related to marketing the company’s products. The system we built proved to be very effective in helping executives to control and monitor the company and make it easier to make decisions regarding company management.
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Dissertations / Theses on the topic "Executive"

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Hill, Graham Ian. "Executive coaching : perspectives of effectiveness from executives and coaches." Thesis, Queensland University of Technology, 2010. https://eprints.qut.edu.au/40237/1/Graham_Hill_Thesis.pdf.

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Over the past two decades there has been a remarkable expansion in the use of executive coaching as an executive development technique. The increasing prominence of executive coaching has been attributed to the emergence of new organisational cultures and the subtler competencies needed by executives in these faster moving organisations. The widespread popularity of executive coaching has been based largely on anecdotal feedback regarding its effectiveness. The small body of empirical research has been growing but conclusive outcomes are rare. The prominent question for those with the business imperative to implement executive coaching has been what are the ingredients of the process that engender an effective outcome? This investigation has focused on the factors of executive coaching that contribute to effectiveness. A qualitative methodology facilitated an in-depth study of the experiences of the participants of executive coaching with the perceptions of both executives and coaches being sought. Semi-structured interviews and a focus group provided rich, thick descriptions and together with a process of inductive analysis produced findings that confidently identify the key factors that contribute to coaching effectiveness. Six major themes were identified, each comprising a collection of meanings. These themes have been labelled Executive Engagement, Preliminary Assessment and Feedback, Coaching Process, Coach.s Contribution, Trusting Relationship and Support from the Organisation. One theme, Coaching Process, comprises three significant sub-themes, namely, Encouragement and Emotional Support, Challenge and Reflection and Enhancing Executive Performance. The findings of this study add value to the field by identifying factors contributing to coaching effectiveness, and providing for the coaching practitioner a basis for enhancing their practice of executive coaching to better meet the needs of executives and their organisations.
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Mackey, Alison. "Dynamics in executive labor markets CEO effects, executive-firm matching, and rent sharing /." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1148305593.

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Butko, Monica A. "Executive MBA Programs: Impact on Female Executive Career Development." Cleveland State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=csu1463642110.

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Van, Zyl Johan Hendrik Combrink. "Executive derailment." Thesis, Stellenbosch : University of Stellenbosch, 2000. http://hdl.handle.net/10019.1/5769.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2000.
ENGLISH ABSTRACT: The aim of this study was to investigate the term executive (managerial) derailment. Special reference was given to various research done in the USA at the Centre for Creative Leadership (CCL). Managerial derailment was analysed and the persons most likely to derail identified. Typical indicators for derailment were investigated. The cause for derailment, with special focus on six classical flaws and their intercorrelation, were studied. Preventative measures to combat the phenomenon of derailment were investigated on both individual and organisational levels. Some preventative recommendations were suggested. The state of derailment internationally was studied to ascertain if any time movement occurred. Derailment is still present today, while some of the reasons causing derailment is fading, others increases in strength. Cultural differences between European and North American managers were studied, and no differences were found. This were compared with a survey conducted by the author on 47 modular South African MBA students to determine the state of derailment amongst the respondents. The survey respondents positively confirmed the presence of managerial derailment. Derailment results recorded amongst the pilot group were similar to that documented in literature. Further in-depth study needs to be done to validate the existence of managerial derailment amongst South African managers.
AFRIKAANSE OPSOMMING: Die deel van hierdie studie was om die term bestuursontsporing (managerial derailment) te ondersoek. Spesiale aandag is gegee aan verskeie navorsing gedoen by die Centre for Creative Leadership (CCL) in die VSA. Persone met 'n hoe ontsporingspotensiaal is geidentifiseer tydens die ontleding van die term bestuursontsporing. Tipiese aanwysings vir ontsporing is ondersoek. Ses klassieke oorsake vir ontsporing is nagevors met veral verwysing na interkorrolasies tussen hierdie oorsake. Voorkomende ontsporingsmaatreels met betrekking tot die individu en die organisasie is bestudeer. Veranderinge oor tyd in internasionale bestuursontsporingsnavorsing is ondersoek. Resultate dui, ten spyte van 'n verandering in die redes vir ontsporing, aan dat bestuursontsporing steeds plaasvind. Feitlik geen verskille wat aan kultuur toegeskryf kan word, word in die literatuur vermeld nie. In 'n meningspeiling onder 47 Suid-Afrikaanse modulere MBA studente het die outeur soortgelyke resultate verkry. Bestuursontsporing blyk teenwoordig te wees onder die studiegroep. Die oorsake vir bestuursontsporing van die respondente is bykans dieselfde as wat deur internasionale navorsing aangetoon word. Voordat die gevolgtrekking dat bestuursontsporing teenwoordig is onder Suid-Afrikaanse bestuurders gemaak kan word, word verdere in diepte studie vereis.
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Hrnčířová, Jana. "Executive search." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-149840.

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In the theoretical part of the thesis focuses on the general definition of the recruitment and selection, mainly the methods, which are used. Furthermore, it defines the area work in public administration with a focus on employment and workers. Also, try to determine the difference between the acquisition employees in the public and private sectors. The work is then engaged in recruitment agencies and HR consulting companies, their history, the legislative definition and the question whether it is advantageous to work with recruitment agencies. Afterwards, the method of work is engaged in executive search, its history, use, and especially how it is itself the recruitment method. The practical part contains specific case of HR consulting company that deals with executive search method. Here is then analyzed in the procedure of recruitment executive search method and success by getting employees the company achieved in 2011. This part of the thesis is based on long-term observations of the author, who was an employee of the staffing and consulting company so he could observe the whole process of executive search methods in practice. Using a questionnaire survey, this work investigates how executive search method is used in the private and public sectors and what are the respondents as the main advantages and disadvantages of the method. At the end of this section for recommendations on how to use executive search method in the public sector, and problems are defined here, why not in the sector executive search method does not use too much.
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Petersen, Nicole L. "Retaliatory Behavior as a Response to Executive Compensation." Bowling Green State University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1428172349.

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Ong, Koon Y. (Vincent). "Revitalising executive information systems for supporting executive intelligence activities." Thesis, University of Bedfordshire, 2006. http://hdl.handle.net/10547/622173.

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With the increasing amount, complexity and dynamism of operational and strategic information in electronic and distributed environment, executives are seeking assistance for continuous, self-reactive and self-adaptive activities or approaches of acquiring, synthesising and interpreting information for intelligence with a view to determining the course of action - executive intelligence activities. Executives Information Systems (EIS) were originally emerged as a computer-based tool to help senior executives to manage the search and process of information. EIS was popularised in 1990's but EIS study have not advanced to a great extent in either research or practice since its prevalence in the mid and late 1990's. Conventional EIS studies have established some views and guidelines for EIS design and development, but the guidelines underpinned by preceding research have failed to develop robust yet rational EIS for handling the current executive's information environment. The most common deficiency of traditional EIS is the static and inflexible function with predetermined information needs and processes designed for static performance monitoring and control. The current emergence of the intelligent software agent, as a concept and a technology, with applications, provides prospects and advanced solutions for supporting executive's information processing activities in a more integrated and distributed environment of the Internet. Although software agents offer the prospective to support information processing activities intelligently, executive's desires and perception of agent-based support must be elucidated in order to develop a system that is considered valuable for executives. This research attempts to identify executive criteria of an agent-based EIS for supporting executive intelligence activities. Firstly, four focus groups were conducted to explore and reveal the current state of executive's information environment and information processing behaviour in the light of Internet era, from which to examine the validity of the conventional views of EIS purpose, functions and design guidelines. Initial executive criteria for agent-based EIS design were also identified in the focus group study. Secondly, 25 senior managers were interviewed for deeper insights on value-added attributes and processes of executive criteria for building agent-based EIS. The findings suggest a "usability-adaptability-intelligence" trichotomy of agent-based EIS design model that comprises executive criteria of value-added attributes and processes for building a usable, adaptable and intelligent EIS.
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Njuba-Bwaya, Norah. "Executive performance : a framework for executive coaching in Uganda." Thesis, Middlesex University, 2017. http://eprints.mdx.ac.uk/21873/.

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As the world is becoming more globalised, there is pressure to deliver better results using fewer resources. As such, performance of executives is core for the survival of organisations. This thesis is an ethnographic case study of corporate executives in Uganda, and what it takes to get the executives to perform. With a Ugandan culture lens, I examine the determinants and obstacles of executive performance, and I propose a framework for coaching for performance. I used a qualitative research design and case study approach, and gathered data from 69 middle and top corporate executives in 22 organisations, and 10 coaching-practitioners. I employed purposive, snowball and convenience sampling techniques. Semi-structured interviews, client and coach records, and literature reviews informed this study. The thesis also draws on my 18 years of experience as a corporate executive at different levels, 9 as an executive coach, and 4 years of scientific research. The study revealed that: 1) Ugandan executives do perform under the ‘right’ conditions. 2) Performance is mostly dependant on: the leaders’ background, experience, ethos, mind-set, and motivation. 3) The major obstacles to performance are typically poor work ethics, and socio-cultural factors such as: disabling beliefs; executives’ perceptions about self, about their leaders, and about performance; and lack of a sense of urgency. The framework I propose combines a self-assessment tool showing 8 critical pillars of executive performance, and a goal alignment model for igniting intrinsic motivation to perfom. I recommend: A change in focus from performance interventions directed at knowledge and skills building, to those targeting mind-set and attitude change of executives at top and middle management levels; and a deeper consciousness about socio-cultural issues underlying the performance environment. I also recommend areas for further study including: testing the effectiveness and effects of the proposed framework.
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Fattorusso, Jay Daniel. "UK executive pay: the special case of executive bonuses." Thesis, Loughborough University, 2006. https://dspace.lboro.ac.uk/2134/2294.

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Executive pay research has traditionally focused on salary, severance payments and longterm incentives. A systematic rigorous empirical examination of short-term annual bonuses is lacking. To address this omission, this research empirically examines the relationship between short-term bonuses and firm performance (TSR and EPS), in the UK. It also considers the association between form of bonus payment (i.e. cash/shares), and type of performance target (i.e. hard/soft and simple/complex) with bonus and performance. Furthermore, firm size and particular corporate governance factors are included (i.e. NED ratio on remuneration committee, CEO presence on nominations committee, CEO/Chair duality, tenure, and power) to examine their relationship with bonus value. From a sample of 299 firms listed in the FTSE-350 (1,542 executives including 300 CEOs), this study uses two competing theories (i.e. agency and power theory) to provide a fuller explanation of the subtleties of the pay-performance relation. The main findings support the agency view, since bonus is positively and significantly associated with financial performance. As with previous studies on executive bonus pay this association remains weak. By implication, power theory is not supported. However, other findings indicate: (1) although firm size may change, the proportion of bonus pay relative to salary does not vary. This suggests that large and small firms pay out proportionally similar bonuses; (2) cash bonuses are not positively related with the total value of bonus pay, suggesting that they are not any more open to abuse than other methods of compensation, as agency theory would predict; (3) cash bonuses encourage short-term achievement, as predicted by power theory; (4) consistent with agency theory, share-based bonuses are positively related to bonus pay and performance (weak association), suggesting that share-based bonuses (rather than cash bonuses) may be more effective at aligning pay with performance; (5) in line with agency theory, transparency (i.e. hard (external/published) and simple bonus conditions) is positively associated with performance, providing support for the alignment between principals' and agents' interests; (6) detailed bonus scheme characteristics are generally insensitive to performance and are becoming increasingly softer (i.e. more internal/unspecified targets) and complex (i.e. multiple targets). On the power view, these may create opportunities for executives to mask weak performance and extract greater rents; (7) governance factors are insignificant, suggesting that efforts to improve this area may be wasted, since they mainly leave pay-performance sensitivities unaffected. However, based on power theory, weak governance may foster the rise of powerful executives and widen the pay-performance gap. Therefore, it is suggested that close monitoring of executive pay must continue and shareholders should remain vigilant.
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Cameron, Carolynn. "Bridging Executive Succession Gaps: Factors that Most Accelerate Executive Development." Case Western Reserve University School of Graduate Studies / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=case1493311234286034.

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Books on the topic "Executive"

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Bittel, Lester R. Executive skills program. 2nd ed. [New York, N.Y., U.S.A.] (1633 Broadway, New York 10019): Alexander Hamilton Institute, 1986.

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M, Carey John, and Shugart Matthew Soberg 1960-, eds. Executive decree authority. Cambridge: Cambridge University Press, 1998.

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Baird, Robert B. Executive moves: Where do executives jobsearch. London: Blackheath Court Press, 1992.

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Ramaswami, N. Executives - do you communicate!: Executive communication. Madras: T. R. Publications, 1993.

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Duffy, Grace L. Executive focus: Your life and career. Milwaukee, Wis: ASQ Quality Press, 2008.

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Helen, Barrett, ed. Executive moves: How do executives job search? Borehamwood: Executive Grapevine, 1994.

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Helen, Barrett, and Executive Grapevine International, eds. Executive moves: Where do executives job search?. 2nd ed. Borehamwood: Executive Grapevine International, 1995.

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

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Kaplan, Robert E. The expansive executive. 2nd ed. Greensboro, N.C: Center for Creative Leadership, 1991.

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Anthony, Piers. Executive. 3rd ed. New York: Avon, 1985.

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Book chapters on the topic "Executive"

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Bouyssounouse, Bruno, and Joseph Sifakis. "Executive Overview on Execution Platforms." In Embedded Systems Design, 373–76. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/978-3-540-31973-3_27.

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Harcup, Joy, and Helen Hopper. "Balancing executive/non-executive seesaws." In The Art and Psychology of Board Relationships, 13–34. London: Routledge, 2023. http://dx.doi.org/10.4324/9780429340239-3.

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Wachtel, Stefan. "Executive Coaching." In Executive Modus, 149–70. München: Carl Hanser Verlag GmbH & Co. KG, 2016. http://dx.doi.org/10.3139/9783446449565.007.

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Pascoe, Daniel, and Andrew Novak. "Executive Clemency." In Executive Clemency, 1–35. New York : Routledge, 2020. |Series: Routledge research in human rights law: Routledge, 2020. http://dx.doi.org/10.4324/9780367243586-1.

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Weinert, Stephan. "Status der Management-Diagnostik im Jahr 2014/2015." In Executive Assessment, 3–8. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46712-1_1.

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Bäcker, Rainer, and Isabell Klawitter. "Die diagnostische Haltung: auch eine ethische Frage?" In Executive Assessment, 121–34. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46712-1_10.

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Hasselmann, Dieter, Christoph Aldering, Burkhard Birkner, Marion Boegl, Jürgen Böhme, Ernst-August Bolte, Rüdiger Fruhner, et al. "Standards für Eignungs- und Potenzialdiagnostik im Top-Management." In Executive Assessment, 135–49. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46712-1_11.

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Aldering, Christoph. "aestimamus: Erfahrungswerte und Erfolgsfaktoren im Zusammenhang mit der Beurteilung von Top-Executives." In Executive Assessment, 153–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46712-1_12.

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Lochner, Katharina, Achim Preuß, and Andreas Lohff. "cut-e: innovative Wege im Executive Assessment." In Executive Assessment, 171–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46712-1_13.

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Rudy, Carolin. "DDI: nachhaltige Assessments in der Praxis." In Executive Assessment, 187–200. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46712-1_14.

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Conference papers on the topic "Executive"

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Mengli, Wei, and Zhu Yongming. "Executive Shareholding and Ambidextrous Innovation—the Moderating Effects of Executive Education and Executives Term." In 2020 5th International Conference on Humanities Science and Society Development (ICHSSD 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200727.131.

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Zhu, Guorong, and Lan Wang. "Optimize Your Leadership Pipeline: Leveraging HR Analytics for Business Model Innovation." In New Business Models 2023. Maastricht University Press, 2023. http://dx.doi.org/10.26481/mup.2302.30.

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Firms navigating the constantly changing business environment demand a supply of executives who can create and execute new business models, achieve financial targets, strengthen corporate ethical reputation, and transform the organization in pursuit of corporate sustainability. This paper aims to leverage human resources (HR) analytics to explore how high-potential managers navigate different developmental paths to reach the C-suite and how and why different developmental paths influence their turnover after becoming an executive. Combining job analysis and competency assessment with sequence analysis, we applied HR analytics on 53 general managers’ work experience spanning 57 years (n = 2,742), with roles, job requirements, and 20 executive competencies over 1,000 positions. Our findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, we identify that a more complex developmental path tends to reinforce executives’ competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover. Applying HR analytics with empirical data embedded in job and organizational contexts, this study reveals the importance of timing and complexity of work experience in executive development. It also offers insights for firms to leverage HR analytics to optimize their leadership pipeline and reduce executive turnover along with business model innovation.
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"Executive committee." In 2013 Transducers & Eurosensors XXVII: The 17th International Conference on Solid-State Sensors, Actuators and Microsystems (TRANSDUCERS & EUROSENSORS XXVII). IEEE, 2013. http://dx.doi.org/10.1109/transducers.2013.6626678.

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"Executive Committee." In 2004 IEEE International Conference on Communications (IEEE Cat. No.04CH37577). IEEE, 2004. http://dx.doi.org/10.1109/icc.2004.1313253.

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"Executive Committee." In 2005 IEEE International Conference on Communications. IEEE, 2005. http://dx.doi.org/10.1109/icc.2005.1494267.

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"Executive Committee." In 2020 IEEE International Solid- State Circuits Conference - (ISSCC). IEEE, 2020. http://dx.doi.org/10.1109/isscc19947.2020.9063032.

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"Executive committee." In 2009 6th International Workshop on Visualization for Cyber Security. IEEE, 2009. http://dx.doi.org/10.1109/vizsec.2009.5375532.

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"Executive Committee." In 2006 16th Biennial University/Government/Industry Microelectronics Symposium. IEEE, 2006. http://dx.doi.org/10.1109/ugim.2006.4286341.

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"Executive committee." In 2010 Seventh International Conference on Wireless and Optical Communications Networks - (WOCN). IEEE, 2010. http://dx.doi.org/10.1109/wocn.2010.5587376.

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"Executive committee." In 2015 World Congress on Internet Security (WorldCIS). IEEE, 2015. http://dx.doi.org/10.1109/worldcis.2015.7359398.

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Reports on the topic "Executive"

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Author, Not Given. Executive Summary. Office of Scientific and Technical Information (OSTI), January 2009. http://dx.doi.org/10.2172/1216615.

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Author, Not Given. Executive Summary. Office of Scientific and Technical Information (OSTI), January 2009. http://dx.doi.org/10.2172/1216633.

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Author, Not Given. Executive Summary. Office of Scientific and Technical Information (OSTI), January 2009. http://dx.doi.org/10.2172/1216649.

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Anglin, C. D., and J. C. Harrison. Executive summary. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 1999. http://dx.doi.org/10.4095/210390.

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Bebchuk, Lucian, and Robert Jackson. Executive Pensions. Cambridge, MA: National Bureau of Economic Research, December 2005. http://dx.doi.org/10.3386/w11907.

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Bush, E., N. Gillett, B. Bonsal, S. Cohen, C. Derksen, G. Flato, B. Greenan, M. Shepherd, and X. Zhang. Executive summary. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2019. http://dx.doi.org/10.4095/327626.

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Dahl-Jensen, T., and H. R. Jackson. Executive summary. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2007. http://dx.doi.org/10.4095/223412.

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Wright, D. F., J. R. Harris, D. Lemkow, and H. Falck. Executive summary. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2007. http://dx.doi.org/10.4095/224546.

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Simpson, S. L., L. H. Thorleifson, C. F. M. Lewis, and J. W. King. Executive summary. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2003. http://dx.doi.org/10.4095/214544.

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Berry, P., and R. Schnitter. Executive summary. Natural Resources Canada/CMSS/Information Management, 2022. http://dx.doi.org/10.4095/329526.

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