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Kolodinsky, Robert W., and Paul E. Bierly. "Understanding the elements and outcomes of executive wisdom: A strategic approach." Journal of Management & Organization 19, no. 1 (January 2013): 1–24. http://dx.doi.org/10.1017/jmo.2013.1.
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AbstractThe purpose of this paper is to: (a) offer rationale for the importance of an increasingly important organizational management topic – the wisdom of top managers – what we call executive wisdom; (b) develop a theoretical framework for the construct, including core components and outcomes, and (c) provide implications for practice. The research in several related literatures is reviewed and synthesized to provide the foundation for the development of this theoretical framework. Applying the extant literature on wisdom to the specific context of a top-level business manager, we argue that there are four foundational characteristics of executive wisdom: (1) Knowledge, developed by prior learning and experience, (2) moral maturity, (3) reflective strategic decision-making, and (4) ability to manage uncertainty. Executives possessing such characteristics are: (a) able to make enlightened strategic judgments that are (b) implemented as principled actions. The effectiveness of such implementation is contingent upon, among other moderators, the executive's leadership skills. We view each of the characteristics as necessary but not sufficient to possess and benefit from executive wisdom. The principled actions undertaken by those possessing executive wisdom will, when compared to other executives, have a greater likelihood of leading to valued outcomes indicative of organizational effectiveness, including enhanced stakeholder trust and loyalty, reputational capital, and stronger financial and social performance. We believe that the main arguments developed in this paper will help improve managers’ understanding of how to become a wise executive and to realize the benefits of doing so. From a theory perspective, this paper adds to the growing body of literature in a new and increasingly valued area of research.
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Purcell, Edward A. "Understanding Curtiss-Wright." Law and History Review 31, no. 4 (October 24, 2013): 653–715. http://dx.doi.org/10.1017/s0738248013000461.
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The most striking feature of the Supreme Court's decision in United States v. Curtiss-Wright Export Corp. is its language asserting an independent and exclusive executive foreign affairs power. As “the sole organ of the federal government in the field of foreign relations,” the Court declared, the executive holds “very delicate, plenary and exclusive power” that “does not require as a basis for its exercise an act of Congress.” From the day the case was decided, it has stood as a preeminent authority for those who would magnify the constitutional role of the president by proclaiming the independent and unchecked nature of the executive's foreign affairs power.
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Seifter, Miriam. "Understanding State Agency Independence." Michigan Law Review, no. 117.8 (2019): 1537. http://dx.doi.org/10.36644/mlr.117.8.understanding.
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Conflicts about the independence of executive branch officials are brewing across the states. Governors vie with separately elected executive officials for policy control; attorneys general and governors spar over who speaks for the state in litigation, and legislatures seek to alter governors’ influence over independent state commissions. These disputes over intrastate authority have weighty policy implications both within states and beyond them, on topics from election administration and energy markets to healthcare and welfare. The disputes also reveal a blind spot. At the federal level, scholars have long analyzed the meaning and effects of agency independence—a dialogue that has deepened under the Trump Administration. In contrast, there is virtually no systematic scholarly attention to the theory or practice of agency independence in the states. This Article begins that study. Surveying historical developments, judicial decisions, and legislative enactments across the country, it shows that state agency independence is an inexact, unstable, and variegated concept. Whereas federal courts treat independent agencies as a distinct legal category, state courts tend to eschew categorization in favor of contextual holdings. Moreover, despite the common notion that states’ plural-executive structure cements independence, these rulings just as frequently undermine it. State legislatures, for their part, revisit independence frequently, often in the wake of partisan realignments. And their creations are diverse, combining a range of vectors of insulation in different arrangements. The result is that there is no single meaning of state agency independence even within a state, and rarely a strong norm surrounding it. States’ legislatively driven, bespoke approach to independence offers insights for scholars of both state and federal institutional design. The state approach may yield better-tailored and more democratic arrangements. But it also displays raw partisanship, and the combination of weak norms with strong governors may stack the deck against independence. The state approach also raises deeper questions for public law: What are the costs and benefits of allowing the rules of the game to be consistently up for grabs? There is no formula for weighing these considerations beyond the context of any individual dispute, but this Article provides a launching pad for their sustained exploration.
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Cappelli, Peter, and Monika Hamori. "Understanding Executive Job Search." Organization Science 25, no. 5 (October 2014): 1511–29. http://dx.doi.org/10.1287/orsc.2013.0871.
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Adams, Jeffrey M., Jeanette Ives Erickson, Marianne Ditomassi, and Joyce C. Clifford. "Understanding the Nurse Executive and Executive Administrative Assistant Relationship." Nurse Leader 10, no. 1 (February 2012): 44–45. http://dx.doi.org/10.1016/j.mnl.2011.08.001.
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Chaudhri, Vivek. "Executive Compensation: Understanding the Issues." Australian Economic Review 36, no. 3 (September 2003): 300–305. http://dx.doi.org/10.1111/1467-8462.00289.
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Lund Pedersen, Carsten, and Thomas Ritter. "The four executive challenges of project-based strategy." Strategy & Leadership 46, no. 6 (November 19, 2018): 44–49. http://dx.doi.org/10.1108/sl-09-2018-0089.
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Purpose As a great deal of strategy execution takes the form of strategic projects, how you align these projects ultimately determines the success or failure of your strategy. Here, we discuss four executive challenges executives need to tackle to successfully manage a strategy in a project-based world. Design/methodology/approach Conceptual approach entailing illustrative case-examples Findings We find four executive challenges to tackle in order to successfully manage a strategy in a project-based world. Research limitations/implications As the study draws upon conceptual arguments, future studies need to assess the verisimilitude and boundary conditions of the challenges. Practical implications By thinking of a strategy through a project-based lens, and understanding the challenges thereof, executives should be better able to bridge strategy formulation and execution. Social implications A project-based approach to strategy is not necessarily limited to a for-profit sector; NGOs and governmental organizations may similarly learn from and draw upon a project-based approach to strategy. Originality/value As little research within strategy has explicitly conveyed a project-based lens, the study emphasizes a novel approach to strategy.
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Shair-Rosenfield, Sarah, and Alissandra T. Stoyan. "Gendered Opportunities and Constraints: How Executive Sex and Approval Influence Executive Decree Issuance." Political Research Quarterly 71, no. 3 (January 5, 2018): 586–99. http://dx.doi.org/10.1177/1065912917750279.
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Do female executives exercise the authority of their office distinctly from their male counterparts? Anecdotal evidence suggests women legislators are likely to govern in a more consensual manner than men. Yet there has been little systematic research extending such claims to women in executive office. Using an original data set, we evaluate one aspect of policy agenda setting—rates of executive decree issuance—among four male–female pairs of Latin American presidents between 2000 and 2014. Female presidents are generally less prone to rule by decree, but this relationship is conditioned by presidential popularity. Female executives with high presidential approval ratings are less likely to rule via unilateral action than similarly popular male executives, but the gendered differences in decree issuance disappear when executives possess low approval ratings. Our findings have implications for understanding the potential benefits of feminine leadership styles for executive–legislative relations and good governance.
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De Villiers, Rouxelle. "Optimizing corporate control through executive development: The role of coaching." Corporate Ownership and Control 10, no. 1 (2012): 559–72. http://dx.doi.org/10.22495/cocv10i1c6art1.
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Executive skills can be enhanced through coaching, thereby optimizing corporate outcomes. This paper reviews academic work in order to develop an integrative framework for understanding executive development through coaching – with specific reference to information and knowledge flow, control and strategy development. Thus, the paper should advance future research in executive coaching by (i) providing a theoretical framework to scaffold scholarly studies; (ii) expanding the conceptual boundaries of executive coaching; and (iii) offering some suggestions for empirical research studies. To guide future research the framework highlights several selected challenges in global executive development. A discussion of possible criteria of executive coaching effectiveness completes the framework. Practicing executives, practitioner coaches and strategists would benefit from the engagement with key issues with regard to executive coaching within the organization.
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Pearlstein, Deborah. "Understanding Current Assertions of Executive Power." Proceedings of the ASIL Annual Meeting 100 (2006): 333–37. http://dx.doi.org/10.1017/s0272503700024617.
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Lewis, Charlie, Masuo Koyasu, Seungmi Oh, Ayako Ogawa, Benjamin Short, and Zhao Huang. "Culture, executive function, and social understanding." New Directions for Child and Adolescent Development 2009, no. 123 (December 2009): 69–85. http://dx.doi.org/10.1002/cd.236.
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Zhang, Xiaohan. "The Impact of Executive Compensation Stickiness on Stock Price Crash Risk." Advances in Economics, Management and Political Sciences 58, no. 1 (November 20, 2023): 72–95. http://dx.doi.org/10.54254/2754-1169/58/20230828.
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Executive compensation stickiness is a compensation characteristic that links executive pay to company performance, reflecting a tendency among compensation setters to provide generous rewards to executives and relatively fewer penalties. It can be considered an effective incentive mechanism. This paper empirically examines the impact of executive compensation stickiness on stock price crash risk using data from all A-share listed companies from 2010 to 2021. The empirical results show that executive compensation stickiness significantly mitigates stock price crash risk. Further research reveals that in companies with female CEOs, non-financial backgrounds among top executives, and low information opacity, the inhibitory effect of executive compensation stickiness on stock price crash risk is more pronounced. Mechanism tests suggest that executive compensation stickiness reduces agency costs and, thereby, suppresses stock price crash risk. This study extends the understanding of the economic consequences of executive compensation stickiness and factors influencing stock price crash risk, providing practical insights for designing compensation incentive systems for listed companies and maintaining the stability of capital markets.
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Allen, Stuart, and Louis W. Fry. "Spiritual development in executive coaching." Journal of Management Development 38, no. 10 (November 11, 2019): 796–811. http://dx.doi.org/10.1108/jmd-04-2019-0133.
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Purpose Spiritual topics emerge in executive leadership coaching. However, the scholarly literature has emphasized the performance development aspects of executive coaching (EC) more than the development of executives’ inner lives, although there is some evidence of practitioners addressing spiritual topics. Executive leaders have spiritual needs and executive coaches may be well positioned to address the intersection of the leaders’ work and spiritual lives, provided coaches observe skill boundaries and the limitations of the coaching context. The purpose of this paper is to discuss the merits of including spiritual development (SDev) in EC and how executive coaches can incorporate it in their practice. Design/methodology/approach EC, SDev and spiritual direction are compared, drawing attention to conflicting and complementary aspects of SDev applied in EC. Organizations’, clients’ and coaches’ likely concerns about such integration are explored and addressed. Suitable contexts, principles, a basic developmental framework and practical steps for executive coaches considering the inclusion of SDev in EC are proposed. Findings The paper provides coaches, consultants, executives and those charged with executive development with a foundational understanding of the role of SDev in EC. Originality/value A framework is provided for professionals involved in executive management development to address executive leaders’ spiritual needs through EC.
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Wang, Yang, Chenling Tian, Xia Jiang, and Yang Tong. "Development of Scales for the Measurement of Executive Green Leadership and Exploration of Its Antecedents." Sustainability 15, no. 13 (June 21, 2023): 9882. http://dx.doi.org/10.3390/su15139882.
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Drawing on the existing research on green leadership, this paper first examines the concept and structure of executive green leadership and develops a preliminary scale to measure executive green leadership. The confirmatory factor analysis is adopted to verify and revise the scale. The results show that green leadership and green person are the two main structures of executive green leadership, and the scale developed in this paper is of good reliability and validity. After data analysis, this paper then explores the antecedents of executive green leadership. The results show that factors such as corporate executives’ internal moral identity, conscientiousness, pro-environmental intention, command-based environmental regulation, market-based environmental regulation, and corporate green image have a significant positive correlation with executive green leadership, while their short-term orientation has a significant negative correlation with the green leadership. This paper defines the concept and structure of executive green leadership and develops the corresponding scale for measuring it, to improve scholars’ and managers’ understanding of executive green leadership.
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Cockerham, Alexandra G., and Robert E. Crew. "Factors Affecting Governors’ Decisions to Issue Executive Orders." State and Local Government Review 49, no. 1 (March 2017): 6–14. http://dx.doi.org/10.1177/0160323x17702702.
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Executive scholars suggest that unilateral action is used for two reasons: to circumvent a hostile legislature and in response to delegation from the legislature as a means of expediting action. Extant research on unilateral action focuses on one governmental setting, limiting our understanding of how chief executives with different degrees of formal power use unilateral action and about how legislatures of varying capacity respond. We examine the use of executive orders in a cross-sectional context (the U.S. states), thus providing a more comprehensive perspective of where unilateral action fits in relation to other executive powers and why it is used.
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Li, Qiaoling, Qinglin Wang, Zhaoyang Xin, and Huang Gu. "The Impact of Gross Motor Skills on the Development of Emotion Understanding in Children Aged 3–6 Years: The Mediation Role of Executive Functions." International Journal of Environmental Research and Public Health 19, no. 22 (November 10, 2022): 14807. http://dx.doi.org/10.3390/ijerph192214807.
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This study investigates the impact of gross motor skills on the development of emotion understanding and the role of executive function in the relation between gross motor skills and emotion understanding. A total of 662 children were tested for gross motor skills, emotion understanding, and executive function. Regression analysis showed that gross motor skills were significantly related to executive function. Multiple regression analyses showed that gross motor skills and executive function were significant predictors for emotion understanding. Furthermore, mediation analysis showed that executive function mediated the impact of gross motor skills on emotion understanding. Gross motor skills contributed to emotion understanding by improving children’s executive function. The findings imply that a pathway from gross motor skills to emotion understanding is mediated by executive function, which offers a novel perspective on the developmental mechanisms of children’s emotion understanding.
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Dagley, Gavin R., and Cadeyrn J. Gaskin. "Understanding executive presence: Perspectives of business professionals." Consulting Psychology Journal: Practice and Research 66, no. 3 (2014): 197–211. http://dx.doi.org/10.1037/cpb0000011.
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SUCHY, YANA, MATTHEW L. KRAYBILL, and JENNIFER C. GIDLEY LARSON. "Understanding design fluency: Motor and executive contributions." Journal of the International Neuropsychological Society 16, no. 1 (October 2, 2009): 26–37. http://dx.doi.org/10.1017/s1355617709990804.
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AbstractDesign Fluency (DF) is typically assumed to assess planning, cognitive flexibility, and fluency in generation of visual patterns, above and beyond contributions from motor speed (Delis, Kaplan, & Kramer, 2001; Ruff, 1998). The present study examined these assumptions, as little construct validation research has been done in the past. Sixty one community-dwelling elderly participants were administered the DF, Trail Making, and Letter Fluency tests from the Delis-Kaplan Executive Function System (D-KEFS), as well as electronically administered measures of motor planning and motor sequence fluency. Hierarchical regressions were used to parse out unique variance contributions to DF performance. The results showed that generation of novel designs (i.e., the first two trials on the D-KEFS DF) relied primarily on motor planning, the ability to generate novel motor actions, and, to a lesser extent, speed of drawing with a writing implement. In contrast, generation of unique designs while switching (i.e., the third trial on the D-KEFS DF) relied primarily on visual scanning and perhaps visual-attentional resources. These findings highlight the wisdom of interpreting the switching trial of the D-KEFS DF separately. Interestingly, cognitive flexibility did not contribute to performance on any of the three D-KEFS DF trials. (JINS, 2010, 16, 26–37.)
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Raffard, Stéphane, and Sophie Bayard. "Understanding the executive functioning heterogeneity in schizophrenia." Brain and Cognition 79, no. 1 (June 2012): 60–69. http://dx.doi.org/10.1016/j.bandc.2012.01.008.
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Bai, Fuping, Donghui Liu, Kaiyun Dong, Mengting Shang, and Aiguo Yan. "Research on How Executive Connections Affect Enterprise Digital Transformation: Empirical Evidence from China." Sustainability 15, no. 3 (January 20, 2023): 2037. http://dx.doi.org/10.3390/su15032037.
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In the context of the digital economy, the external connection of executives provides enterprises with a good idea to amplify their potential for digital transformation with the help of external forces. Therefore, we conduct a theoretical exploration and an empirical analysis of the relationship between executive connections and enterprise digital transformation. As the research sample, we use the A-share manufacturing companies listed in China from 2012 to 2021. According to sufficient verifications, we discover that executive connections can effectively support digital transformation. From the perspective of each subdivision dimension, executive business connections, executive technical connections, and executive financial connections can significantly promote digital transformation, among which executive technical connections have the greatest favorable impact. However, the impact of executive political connections on digital transformation is not obvious. Additionally, executive connections primarily foster enterprise digital transformation by reducing enterprise asset specificity. The results of the boundary mechanism test demonstrate that the external environmental dynamics and the internal dynamic capabilities reinforce the positive effect of executive connections on digital transformation. These findings contribute to a deeper understanding of the role of executive connections in digital transformation and provide practical guidance for firms to accelerate digital transformation.
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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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Hsieh, Chih-Hung, Huai-Chun Lo, Yu-Ying Lai, and Chien-Chung Ho. "Exploring the Nexus between Executive Compensation and Disclosure Transparency: Evidence from Taiwan." Journal of Economics, Finance and Accounting Studies 6, no. 3 (May 16, 2024): 55–70. http://dx.doi.org/10.32996/jefas.2024.6.3.7.
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This study investigates the relationship between executive compensation and compensation disclosure transparency in Taiwanese firms, particularly in light of recent regulatory changes that mandate increased transparency. Employing a two-stage least squares (2SLS) regression model, the analysis focuses on the impact of executive salary and bonuses on various measures of compensation disclosure. The findings reveal a significant negative relationship between predicted executive bonuses and the Compensation Committee Quality Score (CCQ), indicating that higher bonus levels are associated with lower transparency in compensation committee disclosures. Conversely, executive salaries do not show a significant impact on compensation disclosure measures, suggesting that salary levels may not be a primary determinant of disclosure transparency in the Taiwanese context. The study contributes to the understanding of the dynamics between executive remuneration and transparency in financial reporting, highlighting the importance of executive bonuses in shaping compensation disclosure practices in Taiwan. The results have implications for policymakers, corporate executives, and shareholders, emphasizing the need to consider the structure of executive compensation packages in promoting transparency and enhancing corporate governance standards.
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Fatwikiningsih, Nur. "Rehabilitasi Neuropsikologi Dalam Upaya Memperbaiki Defisit Executive Function (Fungsi Eksekutif) Klien Gangguan Mental." Journal An-Nafs: Kajian Penelitian Psikologi 1, no. 2 (December 31, 2016): 320–35. http://dx.doi.org/10.33367/psi.v1i2.296.
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Executive function is responsible for directing self behavior in order to purposive and aims such as planning, organizing, problem solving, self-monitoring skills and self regulation. This function is associated with frontal lobe (center of think). The main components of executive function are anticipation (set realistic expectations, understanding the consequences), planning (organization), execution or implementation (maintain flexibility), self-monitoring (emotional control, error recognition). Dysfunction executive (deficit of executive functions) is one cause of disability in the client's mental disorders so that clients of mental disorders commonly have difficulty in performing activities of complex psychological like behavior of complex, purposeful, targeted and selective attention, decision-making, judgment, selection, planning, and flexibility. Neuropsychological rehabilitation efforts can be used to improve executive function (executive function) thus will significantly improve emotional health, social functioning, and independent skill. The rehabilitation program consists of a variety of techniques that include Cognitive Adaptation Training (CAT), verbalization, goal setting and cognitive remediation.
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Philip Brownell, M.Div., Psy.D. "Executive Functions: A Neuropsychological Understanding of Self-Regulation." Gestalt Review 13, no. 1 (2009): 62. http://dx.doi.org/10.5325/gestaltreview.13.1.0062.
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Brownell, Philip,. "Executive Functions: A Neuropsychological Understanding of Self-Regulation." Gestalt Review 13, no. 1 (January 1, 2009): 62–81. http://dx.doi.org/10.5325/gestaltreview.13.1.62.
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Abstract This article explores self-regulation, a key concept in Gestalt therapy, as a neuropsychological process and a function of the frontal lobes and pre-frontal cortex. More specifically, it defines the executive functions as the higher cognitive capacities that support the processes of self-regulation. It presents emergence as a description of the way in which such higher cognition gives rise to the experience of self, with its higher level of integration, and in which self-regulation exhibits agency and the first-person perspective of subjective experience is identified as one's own.
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Wang, Yanghaoyu. "Influence of Executive Compensation Incentives on Enterprise Performance under Different Natures of Property Rights." BCP Business & Management 23 (August 4, 2022): 1087–95. http://dx.doi.org/10.54691/bcpbm.v23i.1502.
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No unified understanding has been formed in the academic circles of the fact that executive compensation incentive is an important means to improve enterprise performance, and executive compensation differs in the effects on enterprise performance for the enterprises with different natures of property rights. In this paper this issue is further analyzed using empirical analysis method, based on the selected data concerning the A-share companies listed in both Shanghai and Shenzhen stock markets during 2010-2020. Research demonstrates the impact of executive compensation on enterprise performance, and the enhancement role of executive compensation incentive in improving enterprise performance. The role differs under different property right systems. In terms of enterprise performance improvement, executive compensation has a significant positive effect on the non-state-owned enterprises (Non-SOEs), and a significant negative effect on state-owned enterprises (SOEs). Based on the research results, this paper proposes to improve the arrangement of enterprise compensation system, deepen the reform of compensation system in SOEs, enhance the level of marketization of enterprises, eradicate the mechanism barriers, strengthen the internal management of executives, and bring into full play of the executive compensation incentives in promoting enterprise performance.
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Luo, Chenjia. "Analysis of the Connection Between Executive Remuneration and Corporate Fiscal Achievement." Highlights in Business, Economics and Management 24 (January 22, 2024): 1177–82. http://dx.doi.org/10.54097/mf987z22.
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The interplay between top executive pays and fiscal achievements remains at the forefront of discourse in organizational leadership and governance frameworks. Understanding the connection between executive incentives and performance outcomes is crucial for effective corporate governance. This study dives deep into the tapestry of research that dissects these nuanced interactions. Executive compensation, a critical component of corporate governance, directly influences the behaviors and decision-making of top executives. Simultaneously, financial performance serves as a key indicator of a company's operational health and ability to generate value. According to the analysis, the relationship between both is complete and multifaceted. In some cases, higher levels of executive remuneration are positively correlated with improved financial performance, while negative correlations also exist. The relationship between the two is influenced by characteristics, e.g., corporate governance, industry characteristics, company performance, and individual executive characteristics. Numerous studies are currently available on the relationship between the two. However, it is important to acknowledge the limitations and shortcomings of the existing studies, which may impact the generalizability and applicability of the findings. In conclusion, the nexus between executive compensation and financial output is a complex and multidimensional issue that requires further in-depth research and study.
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Bo, Ling, Decai Tang, Jingyi Zhang, and Brandon J. Bethel. "An Investigation of the Transmission Mechanism of Executive Compensation Control to the Operating Performance of State-Owned Listed Companies." Sustainability 14, no. 10 (May 11, 2022): 5819. http://dx.doi.org/10.3390/su14105819.
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Salary control is an effective mechanism used to modulate executive incentives and behaviors in many state-owned listed companies (SOLCs). This is especially true in China considering the vast number and scale of SOLCs. To gain a deeper understanding of the effect of salary control on operating performance of SOLCS, this study investigated salary control policy introduced by the Chinese government in 2015 using data acquired from Shanghai-Shenzhen A-share listed companies from 2010–2017. It was identified that primarily, executive compensation regulation leads to the decline of the operating performance of state-owned listed companies, and the impact of salary control is mainly transmitted through executive behavior. Second, there has been no significant change in the level of OJC of executives before and after pay control and thirdly, salary control reduces the actual effort of state-owned listed company executives, which is reflected in the high level of investment behavior such as the reduction of investment level and the reduction of the frequency of mergers and acquisitions. The above conclusions show that salary control is more likely to lead to a decline in business performance through the “lazy politics” of executives.
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Stone, Brandon L., Madison Beneda-Bender, Duncan L. McCollum, Jongjoo Sun, Joseph H. Shelley, John D. Ashley, Eugenia Fuenzalida, and J. Mikhail Kellawan. "Understanding cognitive performance during exercise in Reserve Officers’ Training Corps: establishing the executive function-exercise intensity relationship." Journal of Applied Physiology 129, no. 4 (October 1, 2020): 846–54. http://dx.doi.org/10.1152/japplphysiol.00483.2020.
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The executive functioning aspect of cognition was evaluated during graded exercise in Reserve Officers’ Training Corps cadets. Executive function declined at exercise intensities of ≥80% of heart rate reserve. The decline in executive function was coupled with declines in the oxygenation of the prefrontal cortex, the brain region responsible for executive functioning. These data define the executive function-exercise intensity relationship and provide evidence supporting the reticular activation hypofrontality theory as a model of cognitive change.
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Hughes, Claire, and Rosie Ensor. "Independence and interplay between maternal and child risk factors for preschool problem behaviors?" International Journal of Behavioral Development 33, no. 4 (March 16, 2009): 312–22. http://dx.doi.org/10.1177/0165025408101274.
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This study examined the independence and interplay between cognitive risk factors (poor executive function/emotion understanding) and maternal risk factors (low education/high depression) for preschool problem behaviors, indexed by multi-measure, multi-informant (mother/teacher/ researcher) ratings. A socio-economically diverse sample of 235 children (131 boys, 104 girls; mean age = 4.25 years) completed five executive-function tasks and four emotion-understanding tasks. Controlling for effects of gender, verbal ability and maternal education, individual differences in child problem behavior scores showed significant independent associations with executive dysfunction, emotion understanding and maternal depression. For girls, low maternal education amplified the relationship between executive dysfunction and problem behaviors. In addition, executive dysfunction mediated the relationship between maternal depression and problem behaviors; both executive dysfunction and poor emotion understanding mediated the relationship between low maternal education and problem behaviors. These results demonstrate the cumulative and complex nature of risk for preschool problem behaviors.
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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.
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Moore, Jeanne. "Data Visualization in Support of Executive Decision Making." Interdisciplinary Journal of Information, Knowledge, and Management 12 (2017): 125–38. http://dx.doi.org/10.28945/3687.
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Aim/Purpose: This journal paper seeks to understand historical aspects of data management, leading to the current data issues faced by organizational executives in relation to big data and how best to present the information to circumvent big data challenges for executive strategic decision making. Background: This journal paper seeks to understand what executives value in data visualization, based on the literature published from prior data studies. Methodology: The qualitative methodology was used to understand the sentiments of executives and data analysts using semi-structured interview techniques. Contribution: The preliminary findings can provide practical knowledge for data visualization designers, but can also provide academics with knowledge to reflect on and use, specifically in relation to information systems (IS) that integrate human experience with technology in more valuable and productive ways. Findings: Preliminary results from interviews with executives and data analysts point to the relevance of understanding and effectively presenting the data source and the data journey, using the right data visualization technology to fit the nature of the data, creating an intuitive platform which enables collaboration and newness, the data presenter’s ability to convey the data message and the alignment of the visualization to core the objectives as key criteria to be applied for successful data visualizations Recommendations for Practitioners: Practitioners, specifically data analysts, should consider the results highlighted in the findings and adopt such recommendations when presenting data visualizations. These include data and premise understanding, ensuring alignment to the executive’s objective, possessing the ability to convey messages succinctly and clearly to the audience, having knowledge of the domain to answer questions effectively, and using the right technology to convey the message. Recommendation for Researchers: The importance of human cognitive and sensory processes and its impact in IS development is paramount. More focus can be placed on the psychological factors of technology acceptance. The current TAM model, used to describe use, identifies perceived usefulness and perceived ease-of-use as the primary considerations in technology adoption. However, factors that have been identified that impact on use do not express the importance of cognitive processes in technology adoption. Future Research: Future research requires further focus on intangible and psychological factors that could affect technology adoption and use, as well as understanding data visualization effectiveness in corporate environments, not only predominantly within the Health sector. Lessons from Health sector studies in data visualization should be used as a platform.
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Zhi, Mengling, Kanokkan Kanjanarat, Sarayut Khan, and Nuttamon Punchatree. "·Enhancing Headmasters’ execution in Nanning: Investigating the Influence of Social Support." SHS Web of Conferences 174 (2023): 03033. http://dx.doi.org/10.1051/shsconf/202317403033.
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In the context of the continuous development of basic education in Nanning, secondary schools have become a core stage of it. The development of secondary schools is inseparable from their headmasters, and the level of their execution directly determines the direction of a school’s development. Therefore, this paper focuses on the variable of headmaster’s execution, with the aim of understanding the general situation of the executive power level of secondary school principals. At the same time, the variable of social support was introduced to explore the execution of headmasters in depth. The following conclusions were drawn: firstly, social support can significantly and positively influence the level of principal’s execution. Secondly, emotional support has the greatest impact on principals’ execution. Thirdly, informational support has the greatest impact on headmasters’ adaptability and innovation in the various dimensions of headmasters’ execution. Based on this, this paper makes targeted recommendations to improve headmasters’ executive performance.
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Buachoom, Wonlop. "Simultaneous relationship between performance and executive compensation of Thai non-financial firms." Asian Review of Accounting 25, no. 3 (September 11, 2017): 404–23. http://dx.doi.org/10.1108/ara-02-2016-0020.
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Purpose The purpose of this paper is to determine the two-direction relationship between financial firm performance and executive compensation in Thai listed companies; that is, effect of firm performance on executive compensation and the effect of executive compensation on subsequent firm performance. In investigating the relationship, governance, firm-specific and human capital characteristics, which should influence on the pay-performance system, are also considered. This study helps to shape an understanding of the effectiveness of the incentive system in the Thai context. Design/methodology/approach The System GMM, with concern about the endogeneity problem of the simultaneous relationship, is applied to examine the relationship between firm performance and executive compensation. The samples to investigate this relationship composed of 5,139 firm-years observations for 15 years from the years 2000 to 2014 of 432 non-financial firms in the Thai stock market. Findings The empirical evidence reveals simultaneous relationship between performance and executive compensation in Thai stock market. It shows that compensation of executives in Thai firms corresponds to firm performance, and compensation of executives leads to an improvement in subsequent performance of Thai listed firms. Moreover, some corporate governance mechanisms and human capital of executives also revealed their particular effects on setting of the pay for performance system in Thailand. Originality/value This study confirms that the pay for performance system is applicable in Thailand. Furthermore, the empirical results of this study highlight effects of some governance and human capital characteristics on setting of the pay-performance system. Thus, this study should be a part of the growing body of literature in this area.
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Sharp, Barton M., Dinesh N. Iyer, and Thomas H. Brush. "Executive influence on invention and commercialization." American Journal of Business 32, no. 3-4 (August 8, 2017): 134–51. http://dx.doi.org/10.1108/ajb-11-2016-0036.
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Purpose The purpose of this paper is to expand the understanding of the “front end” of innovation by examining the influence of top executives, who allocate the resources and cultivate the culture in which inventions are born, on the innovation process. Design/methodology/approach This paper suggests that the effect of executives on innovation can be better understood by explicitly separating innovation into the component processes of invention and commercialization. This allows us to consider how executive characteristics might have a different effect on technology development outcomes than they do on the subsequent transformation of those technologies into new products. The theory is tested on a sample of firms from the biomedical device industry. Findings The findings indicate that top management team (TMT) age and tenure have no effect on the type of technologies a firm develops (radical vs incremental) but do significantly affect the efficiency with which new technologies are turned into new products in some contexts. TMT heterogeneity affects both the type of technologies developed in the firm and also their transformation to new products. Interestingly, the effect of executives on commercialization depends on the type of underlying technologies which the firm has developed. Originality/value This paper contributes to the literatures on TMTs and innovation by offering a more granular explanation of how executives differentially impact the disaggregated stages of the innovation process, and thus also contributes to knowledge of the long-term innovation performance implications of executive leadership.
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Kuusela, Hannu, Elina Närvänen, Hannu Saarijärvi, and Mika Yrjölä. "Challenges for B2B research relevance: a top executive perspective." Journal of Business & Industrial Marketing 29, no. 7/8 (July 29, 2014): 593–600. http://dx.doi.org/10.1108/jbim-09-2013-0199.
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Purpose – The purpose of the article is to identify and analyze the challenges of business-to-business (B2B) research relevance from the point of view of top executives. Design/methodology/approach – Ten in-depth interviews with top executives from different B2B industries were conducted and analyzed by using Arndt’s (1985) elements of a healthy discipline, i.e. knowledge, problems and instruments. Findings – The findings reveal 12 challenges that characterize contemporary B2B research relevance from a top executive perspective. Research limitations/implications – The research offers genuine top executive insight. More research from different perspectives is needed to broaden the understanding of B2B research relevance. Originality/value – Reflecting B2B research with the identified challenges can contribute to better research designs, narrowing the gap between B2B scholars and practitioners. Altogether, it contributes to the health of the B2B discipline. The study also introduces a new approach to analyzing research relevance by using the elements of scientific balance.
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Cohn, Margit. "Tension and Legality: Towards a Theory of the Executive Branch." Canadian Journal of Law & Jurisprudence 29, no. 2 (July 26, 2016): 321–50. http://dx.doi.org/10.1017/cjlj.2016.14.
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This article challenges hierarchical and binary thinking in constitutional theory, and offers an alternative basis that draws on multidimensionality. The recognition that constitutionalism is a collection of ingrained tensions between competing forces and conceptual bases is applied in a study of the executive branch, a field that is especially lacking in general theory. The existing research of the executive is almost entirely concerned with specific legal systems and is typically normative; descriptively, references to puzzles and ambiguity offer an inadequate, a-theoretical basis for the understanding of the nature of the executive. Rejecting three alternative models, two of them hierarchical, the third, binary, I reach the internal tension model, which acknowledges the internal irresolvable tension between the executive’s subservience to law and its dominance beyond law, which underlies executive action. The article addresses the ways law can, and does, maintain this internal tension, and ends with some comments on future research directions.
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Jonas, Harry S., Ronald E. Fry, and Suresh Srivastva. "The Person of the CEO: Understanding the Executive Experience." Academy of Management Perspectives 3, no. 3 (August 1989): 205–15. http://dx.doi.org/10.5465/ame.1989.4274739.
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Jonas, Harry S., Ronald E. Fry, and Suresh Srivastva. "The Office of the CEO: Understanding the Executive Experience." Academy of Management Perspectives 4, no. 3 (March 1990): 36–48. http://dx.doi.org/10.5465/ame.1990.4274659.
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Borisocheva, Natalia. "Тheoretical approaches to understanding the system of executive bodies." Entrepreneurship, Economy and Law, no. 6 (2021): 111–16. http://dx.doi.org/10.32849/2663-5313/2021.6.18.
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WANG, Tianyu, and Mingyi WANG. "Understanding the Effects of Sleep on Children's Executive Functions." Advances in Psychological Science 23, no. 9 (2015): 1560. http://dx.doi.org/10.3724/sp.j.1042.2015.01560.
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Kilburg, Richard R. "Toward a conceptual understanding and definition of executive coaching." Consulting Psychology Journal: Practice and Research 48, no. 2 (1996): 134–44. http://dx.doi.org/10.1037/1061-4087.48.2.134.
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Johnston, James. "Understanding executive remuneration: the contribution of CEO work histories." Management Research News 25, no. 12 (December 2002): 68–73. http://dx.doi.org/10.1108/01409170210783287.
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du Pont, Alta, Soo Hyun Rhee, Robin P. Corley, John K. Hewitt, and Naomi P. Friedman. "Rumination and executive functions: Understanding cognitive vulnerability for psychopathology." Journal of Affective Disorders 256 (September 2019): 550–59. http://dx.doi.org/10.1016/j.jad.2019.06.026.
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Saarijärvi, Hannu, Hannu Kuusela, Kari Neilimo, and Elina Närvänen. "Disentangling customer orientation – executive perspective." Business Process Management Journal 20, no. 5 (August 26, 2014): 663–77. http://dx.doi.org/10.1108/bpmj-06-2013-0068.
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Purpose – Despite the fact that customer orientation is increasingly used as a strategic guideline to ensure companies’ long-term success, it is too often left at conceptual level without any managerial or executive translation. To address this practical gap, the purpose of the paper is to build an executive perspective on customer orientation through the mechanism of customer value dimensions. Design/methodology/approach – An intensive case study from a successful retail service business is used to illustrate how customer orientation is applied in actual strategic decision making at the executive level. The case business is a multi-sector service business that took a strategic turn toward customer orientation in the 2000s. As a result, the company has been able to increase their market share to become the market leader as well as stay ahead of the competition and increase customer loyalty. Findings – The study provides a practical tool of disentangling customer orientation into four customer value dimensions and linking them with appropriate executive level strategic decision making. Practical implications – The study helps executives uncover the inner meaning of customer orientation, move beyond traditional conceptualization of customer orientation, and adopt customer value orientation. This necessitates not only understanding customer value criteria, but also linking the diverse criteria to executive level strategic decision making. Originality/value – The study concretizes and uncovers how customer orientation can be implemented by incorporating both economic, functional, emotional, and symbolic customer value dimensions into executive level strategic decision making.
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O'Neill, Alan Burnell, and Ritchie Bent. "The advantages of a transorganisational approach for developing senior executives." Journal of Management Development 34, no. 5 (May 11, 2015): 621–31. http://dx.doi.org/10.1108/jmd-03-2013-0037.
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Purpose – Developing capable and competent executives remains a critical and ongoing challenge for many organisations due to the ever changing landscape of the global business environment. Traditional executive development methods in artificial, once removed “classroom” type environments do not prepare executives sufficiently with the experience and insights needed to handle the complexities and uncertainties that befall them in the current volatile business environment. The purpose of this paper is to study the development of senior executives in a more real-world and authentic manner, that a leading Asia-based conglomerate has developed a senior executive “peer-to-peer” learning approach that brings together chief executives and senior managers from a number of businesses so they can share and learn from each other. Design/methodology/approach – This paper presents by way of a narrative description an alternative approach to classroom-based executive development. The paper looks at some of the limitations of more traditional executive development methods by contrasting these with a peer-to-peer learning framework that has been used successfully over the last 12 years. It outlines the why, what and how to implement a peer-to-peer learning practice based on transorganisational development (TD) practices to facilitate individual and organisational change. Findings – Getting senior executives out of the “classroom” and in front of executives from other businesses and organisations in a real-world peer-to-peer learning environment, exposes “participants” to a more credible, grounded and authentic development opportunity, that is difficult to replicate with more traditional methods. The diversity of delegates and companies that engage in this approach enable “participants” to explore new ideas and to confront, in very direct ways, their predispositions to repeat well-learned institutional responses which may have helped them succeed in the past. Originality/value – Although much of the literature on TD focuses predominately on the initiation, planning and implementation of system or organisation wide change, little has been written to emphasise how TD makes a viable contribution to the understanding of the processes of change at an individual level. By highlighting this the authors intend to make the relationship more explicit, thereby opening up prospects for TD’s wider use in the field senior executive development.
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Sharma, Radha R. "Indian Model of Executive Burnout." Vikalpa: The Journal for Decision Makers 32, no. 2 (April 2007): 23–38. http://dx.doi.org/10.1177/0256090920070203.
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Burnout is described as a state of depletion of a person's resources and energy resulting in apathetic and impassive behaviour towards others, having dysfunctional repercussions on the individual and adverse effects on organizations. Though an enormous amount of research is available on “stress” in both Western and Indian contexts, there is very little research on “burnout” in the Indian workplaces. For this study, important considerations included evolving an exclusive construct of “executive burnout” in the industrial context which does not exist and also developing the construct of burnout in the Indian context. The Western construct of burnout using Maslach Burnout Inventory (MBI) developed in 1982 has largely been based on people occupations (like nurses and teachers) and later extended to non-service occupations. When tested by the author on the Indian sample of executives, it revealed the following: There is a difference in the dimension of diminished personal accomplishment which was not valid on the Indian sample. Those suffering from burnout did not have low personal accomplishment; on the contrary, high achieving executives were mostly found to suffer from burnout. Some dimensions, viz., ambiguity; dissatisfaction and powerlessness; inadequacy; and physical exhaustion, which were empirically found vital for executives in the Indian context, were not covered by MBI. With technological advancements, workplaces have undergone drastic changes and many executives work in situations which require very little people contact, implying that the construct of executive burnout is qualitatively different and needs to be evolved for better understanding of this pivotal problem. The author's professional interactions with executives from a variety of industry and a study of mental health professionals in India revealed that the problem of burnout has been acute and on the increase. This study identifies the determinants of burnout among Indian executives and thus evolves an Indian model of executive burnout to help the executives/organizations in taking preventive measures to mitigate this problem. Reliable tools are used on a representative sample of middle level executives from manufacturing and service industry representing both public and private sectors. Basic statistics, Pearson's correlation, factor analysis, t-test, and hierarchical regression test the hypotheses. The analysis of data reveal the following: Emotional intelligence mediates and leads to personal effectiveness which moderates the onset of burnout. Stress personality and personal inadequacy are personality-related predictors. Role expectation conflict, role stagnation, self-role distance, role overload, role erosion, resource inadequacy, inter-role distance, and role ambiguity are role- related predictors of burnout among executives in India. The author (2005) has found that burnout can be prevented with early detection, timely intervention, and enhancement of emotional intelligence.
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Jiang, Wei, Xinxin Liao, Bingxuan Lin, and Yunguo Liu. "The Effect of Compensation Disclosure on Compensation Benchmarking: Evidence From China." Journal of Accounting, Auditing & Finance 33, no. 2 (August 1, 2016): 252–76. http://dx.doi.org/10.1177/0148558x16661128.
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Improved compensation disclosure should increase the efficiency of executive compensation contracts through better benchmarking with peer groups even though managers might try to influence this process through a selective choice of peers. Using a sample of Chinese companies, we find that industry benchmarking is prevalent in China. Moreover, as the regulation for executive compensation disclosure was amended in 2005, executives whose compensation is above the industry average have experienced much smaller pay rises, and executives whose compensation is below the industry average have had much higher pay raises. The results of our study are robust after controlling for various firm and industry characteristics. The results also show that companies controlled by different entities (i.e., central government, local government, or nongovernment) behave very differently in response to enhanced compensation disclosure. These findings highlight the importance of policymakers understanding how different firms react to improved disclosure.
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Perrotta, G. "Executive Functions: Definition, Contexts and Neuropsychological Profiles." Neuroscience and Neurological Surgery 4, no. 3 (August 7, 2019): 01–04. http://dx.doi.org/10.31579/2578-8868/058.
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Starting from the concept of "executive functions", we proceeded to describe the object under examination in a more complete and functional way, and their possible role in neuropsychology and developmental psychopathology. The use of statistical methods and clinical observation have allowed us to emphasize the understanding of the multicomponential structure of the processes themselves. Paying particular attention to the psychopathological contents listed in the DSM-V psychiatric manual, the main pathological forms were then analyzed to better contextualize the present discussion, also from a psychotherapeutic point of view, with the preferential choice of the strategic approach for the management of pathological disorders related to the deficit of executive functions
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Andrushchenko, T. S., and M. H. Salai. "LEGAL NATURE OF NOTARY’S EXECUTIVE INSCRIPTION AND ITS PLACE IN THE SYSTEM OF NOTARIAL PROCEEDINGS." Scientific journal Criminal and Executive System: Yesterday. Today. Tomorrow 2022, no. 1 (September 2, 2022): 101–11. http://dx.doi.org/10.32755/sjcriminal.2022.01.101.
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The article is devoted to studying legal nature of notary’s executive inscription as an extrajudicial form of civil rights and obligations protection, as well as a notarial act aimed at giving the document its executive power. Analyzing the legislation, the authors emphasize that the executive inscription must be considered from different points of view. It is this approach that will provide a comprehensive and complete understanding of the essence of such legal construction. So, first of all, the executive inscription is a form of protection of civil rights and interests provided for by the Civil Code of Ukraine, within which the interested person confirms the right to an undisputed debt. Secondly, the executive inscription is a notarial act that records the result of a notarial act and certifies the right to collect the debt from a debtor. In addition, the executive inscription is an executive document on the basis of which a debt collector and a debtor enter into new legal relations. Various approaches to determining the legal nature of a notary’s executive inscription are considered. It was found out that in the course of notarial-procedural activity, the determination of the indisputability of the debt, as a condition for the execution of the executive inscription, has a purely formal character. At the same time, the procedural order for its confirmation is not provided for by the legislation. This fact necessitates further scientific development of the ways to improve the procedure for executive inscription making. Based on the analysis, the author’s approach to defining the concept of “executive inscription” is proposed, taking into account various aspects of its legal purpose. Key words: notary, executive inscription, undisputed debt, debt document, notarial process, notarial proceedings, notarial act.