Tesis: "Chief executive officers"

1

Rosser, Manda Hays. "Chief executive officers: their mentoring relationships". Texas A&M University, 2004. http://hdl.handle.net/1969.1/1474.

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The majority of mentoring research has explored mentoring from the vantage point of protégé perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988). Participants in mentoring studies have commonly been employees, college students, or mid-level managers. Little is known regarding the impact of mentoring roles in relation to top executives who are, over the span of their careers, likely to participate in developmental relationships as both mentor and protégé. In fact, accessing people who are active CEOs has been extremely problematic for a majority of interested researchers (Thomas, 1995). Limited research on mentoring and especially that on CEOs is used to inform the current Human Resource Development (HRD) scholarship and practice. The current study will inform HRD and provide insight into how mentoring relationships can be used to develop individuals in organizations. Key findings from this study were reported from a qualitative study (Moustakas, 1994) involving twelve CEOs of large for-profit US corporations who detailed their experiences as both mentors and protégés. Emerging themes from the larger study overlap, in part, with key mentoring functions as identified by Kram (1988). In addition to reinforcing and informing the work of Kram (1988), key CEOs provided insight regarding their experiences in long-term (several years or more) mentoring relationships. The combined themes resulted in a framework demonstrating the development of mentoring relationships. In addition to a general discussion of a mentoring framework, I focused the study primarily on CEO perceptions regarding the impact of their mentoring related experiences on 1) how their mentors have impacted their development; 2) how they mentor others; and 3) the relational elements in mentoring relationships. Because a rarely assessed population was studied, scholars and practitioners in HRD will gain a unique understanding and greater insight into how mentoring relationships develop professionals, particularly CEOs.

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2

Kolev, Gueorgui I. "Behavioural Biases and Chief Executive Officers Compensation". Doctoral thesis, Universitat Pompeu Fabra, 2009. http://hdl.handle.net/10803/7408.

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Esta tesis consiste de tres ensayos. En el primero, documentamos la correlación imaginaria entre las decisiones de compensación de los ejecutivos (CEO) al demostrar que el hándicap de los ejecutivos que juegan al golf no está correlacionado con su desempeño en la empresa mientras que sí lo está con su compensación. Los golfistas ganan más que los que no juegan al golf, y las pagas se incrementan con la habilidad en este juego. En el segundo ensayo explicamos la reciente espiral de las compensaciones de los ejecutivos basados en el sesgo de atribución fundamental. El análisis de las series temporales agregadas y de datos de sección cruzada correspondiente a la burbuja del mercado accionario en los noventa sugiere que los accionistas exageran al atribuir las subidas y bajadas de los precios de las acciones corporativas a las aptitudes de liderazgo del ejecutivo mientras que subestiman el rol de las fluctuaciones del mercado accionario que se encuentran fuera del control de estos. En el tercer ensayo demostramos que un gran número de Ofertas Públicas Iniciales predice sistemáticamente, tanto dentro como fuera de la muestra, el subsiguiente bajo rendimientos agregado y ponderado, y la diferencia de rendimientos entre las pequeñas y grandes firmas.
This thesis consists of three essays. In the first, we document illusory correlation in CEO compensation decisions by demonstrating that golf handicaps of CEOs are uncorrelated with corporate performance, but related to CEO compensation. Golfers earn more than non-golfers and pay increases with golfing ability. In the second essay we propose a fundamental attribution bias-based explanation of the recent explosive growth in CEO pay. Analysis of aggregate time series data and cross sectional data from the late 1990s stock market bubble period suggests that shareholders overattribute prominent increases and decreases in the prices of corporate stocks to the leadership and skill of the CEOs and underestimate the role of stock market fluctuations that are beyond CEO control. In the third essay we show that increases in the number of Initial Public Offerings reliably predicts in-sample and out-of-sample decreases in subsequent equally weighted aggregate stock returns and the return differential between small and big firms.

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3

Garcia, Munoz Alejandro. "Leadership competencies for effective hospital chief executive officers and chief medical officers in Mexico". Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543405.

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This study identified a leadership competency model for developing healthcare executives in Mexico based on the National Center for Healthcare Leadership (NCHL) Model. Eleven chief executive officers and chief medical officers were interviewed. They considered 86% of the National Center for Healthcare Leadership (NCHL) competencies as very important or vital and perceived a gap in the performance of these competencies. They also identified additional vital competencies beyond the scope of the NCHL's model. Participants also reported that leadership development and succession planning programs were lacking. Recommendations are to design a leadership development program using the NCHL model as a framework and further customizing the approach per the organization's unique mission, vision, strategy, values, and circumstances. The NCHL is offered as a general strategy for leader development that could be useful in the Mexican private healthcare industry, based on some "best practices" in the design and implementation of the leadership programs.

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4

Liang, Jia-Wen. "Relative performance evaluation and product market competition /". view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3061955.

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Thesis (Ph. D.)--University of Oregon, 2002.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 75-77). Also available for download via the World Wide Web; free to University of Oregon users.

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5

Coxbill, Amanda Lynn. "Stock market reaction to a gender change in CEO". Laramie, Wyo. : University of Wyoming, 2008. http://proquest.umi.com/pqdweb?did=1605143711&sid=1&Fmt=2&clientId=18949&RQT=309&VName=PQD.

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6

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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7

Baruah, Bidyut Jyoti. "Influence of Chief Executive Officers' management styles on organizational intrapreneurship". Thesis, University of York, 2015. http://etheses.whiterose.ac.uk/11824/.

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Intrapreneurship is an effective and established field of organizational management research with an impressive history of around 25 years. An innovation culture that can be attained through intrapreneurial initiatives can add significant competitive advantages to the organizational framework. The roles played by Chief Executive Officers (CEOs) in any organization are vast in terms of involvement with creativity and innovation but there are no substantial researches that clearly identify any of their distinctive characteristics and management profiles associated with intrapreneurship. This thesis addresses these gaps using a qualitative research approach. Using a semi-structured interviewing approach, different CEO characteristics involved in the intrapreneurial climate have been studied. The thesis also explores the different intrapreneurial management profiles of CEOs in Small Medium Enterprises (SMEs) and how the adoption of these profiles can influence the innovation dynamics of the overall organization. Three cases of successful intrapreneurship management with their distinct CEO profiles have been illustrated in this thesis and are constructed following a longitudinal study with data primarily derived from in-depth interviews with the CEOs and different employees from these SMEs, website information, annual reports and site visits. This study will serve as a guideline for academics and corporate firms in understanding the importance of intrapreneurship in the 21st century and the role CEOs play in advancing the innovation framework of an organization. Understanding these distinctive management roles will benefit both CEOs and different organizations in approaching and practising intrapreneurial initiatives in an effective manner.

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8

Peng, Yan. "Accounting system quality and CEO compensation /". view abstract or download file of text, 2005. http://wwwlib.umi.com/cr/uoregon/fullcit?p3181120.

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Thesis (Ph. D.)--University of Oregon, 2005.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 69-71). Also available for download via the World Wide Web; free to University of Oregon users.

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9

Chang, Yuk Ying. "Three essays on corporate finance /". View Abstract or Full-Text, 2003. http://library.ust.hk/cgi/db/thesis.pl?FINA%202003%20CHANG.

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10

Roberts, Helen y n/a. "Executive compensation in New Zealand : 1997-2002". University of Otago. Department of Finance and Quantitative Analysis, 2007. http://adt.otago.ac.nz./public/adt-NZDU20070803.113949.

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This study investigates the relationship between CEO pay and firm performance, the asymmetric nature of pay-performance sensitivity, and the effect of CEO participation on the pay-setting process, for publicly-listed New Zealand firms during 1997 to 2002. The research is conducted using a unique hand-collected panel data set containing information about executive compensation, firm performance, ownership, firm governance and CEO participation in the pay-setting process. The sample covers the six-year period following the introduction of mandatory disclosure requirements that were imposed on executive and director compensation in 1997. An initial descriptive analysis of the data reveals a large pay difference between worker and CEO pay. In addition, pay-performance indexes for the highest and lowest paid CEOs document differences between the change in pay relative to real shareholder returns. An examination of the sensitivity between growth in CEO pay, and contemporaneous and lagged firm performance using a firm fixed-effects model, shows that not only is pay significantly related to firm size and performance but also board size, compensation risk and director share ownership. Models of the relationship between growth in CEO compensation and firm performance indicate the pay-performance sensitivity generated by cash and the change in the value of stock option holdings is reported to be three-times the magnitude of the sensitivity due to salary and bonus payments alone. In addition, growth in CEO compensation is asymmetrically related to changes in firm performance. CEO cash compensation is positively related to increases in firm value only. Total compensation is related to contemporaneous returns and positive lagged returns. Change in CEO wealth is positively related to contemporaneous returns but is more sensitive to losses. However, change in wealth also increases when lagged returns are positive and negative, implying that CEOs are able to extract pay in excess of that which is optimal under the contracting view of executive compensation. Furthermore, firms in which CEOs demonstrate a low level of participation in the pay-setting process earn higher levels of pay, which also grows at significantly greater rates than their high-participation counterparts. In particular, growth in low-participation wealth is more sensitive to positive and negative contemporaneous returns as well as being negatively related to negative lagged excess returns. This finding is opposite to theoretical predictions and can be explained by the tightly held nature of the high-participation firms which typically have fewer directors, are exposed to higher return volatility and have greater director and CEO beneficial share ownership. Consistent with the trickle-down effect, there is a positive relationship between growth in the non-performance related cash compensation awarded to CEOs and the growth in pay earned by their executive directors and employees. In addition, growth in non-CEO executive pay is not related to firm performance when there is an overpayment effect and CEOs exercise a high level of participation in the pay-setting process. Consistent with the contracting view, growth in non-CEO executive pay is positively related to firm performance with no benefits from CEO overpayments when stock option awards are included in the CEO pay contract.

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11

MacGuire, Robert M. Cameron. "The career pattern and profile of Canadian university chief executive officers". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape16/PQDD_0018/MQ29499.pdf.

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12

MacGuire, Robert Cameron. "The career pattern and profile of Canadian university chief executive officers /". Thesis, McGill University, 1997. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=35310.

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The objective of this study was to determine the career pattern and profile of Canadian university CEOs. As well, it was anticipated that a career pattern model and profile for future research would be developed. A survey design was employed. Sixty-one of 83 CEOs provided usable data. A 22 item questionnaire was developed to elicit data concerning their career patterns and profiles. Data were converted into 31 items for statistical analysis. It was concluded that CEOs' careers followed either an academic or administrative pattern. The typical CEO began their career as an educator, and continually moved toward administrative positions, typically in higher education institutions. The typical CEOs' was a male, 54 years old, married, Christian (Protestant), with an earned doctorate in a Profession or Humanities fields from an institution outside of Canada. The development of a"career tree" model was the salient finding of the study.

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13

White, Stuart. "Narcissistic chief executive officers and corporate acquisitions : An upper echelons perspective". Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-15617.

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This study investigates how chief executive officer narcissism impacts the organizations strategic decisions and outcomes. Rooted in the idea that the organization is a reflection of its top managers, I theorize that narcissistic chief executive officers may influence the decision process leading to corporate acquisitions. Furthermore, taking into account the Dotcom bubble and subprime-crash, research on merger waves is incorporated into the research framework as an outside of the organization effect impacting organizational outcomes. Using a sample of 116 acquisitions by 60 chief executive officers at public listed U.S. firms this is tested from 1994-2017. The results show little to no connection between chief executive officer narcissism and corporate acquisitions in total, international acquisitions or through truly large acquisitions. Though there is a positive connection between observable characteristics such as education and age influencing the decision to acquire firms. When comparing the sample of 116 acquisitions to a general market sample of 4379 acquisitions, a connection to merger wave theory is identified.
Denna studie undersöker hur verkställande direktör narcissism påverkar organisationens strategiska beslut och utfall. Med förankring i idén att organisationen är en reflektion av sina ledare, teoretiserar jag för hur narcissistiska verkställande direktörer kan influera beslutsprocessen som leder till företagsförvärv. Vidare, genom att ta i beaktning IT bubblan och finanskrisen, inkorporeras forskning om merger waves i det teoretiska ramverket som en extern faktor vilket påverkar organisatoriska utfall. Med ett urval av 116 uppköp av 60 verkställande direktörer på publika företag i USA testas detta under perioden 1994-2017. Resultatet visar lite till ingen koppling mellan narcissistiska verkställande direktörer och företagsförvärv vare sig totalt, internationella förvärv eller genom mycket stora förvärv. Däremot visar denna studie en koppling mellan observerbara egenskaper såsom utbildning och ålder påverkar beslutet att förvärva företag. När urvalet 116 förvärv jämförs med ett generellt marknadsurval på 4379 förvärv, påvisas det en koppling till merger wave teori.

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14

Alomar, Abeer S. A. E. "Leadership effectiveness from the perspective of Chief Executive Officers in Kuwait". Thesis, University of Bradford, 2015. http://hdl.handle.net/10454/11881.

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This research explores leadership effectiveness in organisations in Kuwait from the perspective of Chief Executive Officers (CEOs). This is an area that has been neglected by the extant literature, and no integrated model for assessing CEO effectiveness exists for us to fully understand the phenomenon. Based on a positivist qualitative research approach, evidence was drawn from 16 CEOs using semi-structured interviews. The evidence was corroborated by using data obtained from participant observations of two CEOs working in the same organisation as the researcher. The results indicated that CEOs perceive leadership effectiveness as driving execution and not necessarily the realisation of goals themselves. Their experiences of leadership lead to CEOs in Kuwait believing that leadership effectiveness depends on their leadership style, relationship with the Board and the Executives, experience and family ground, societal and organisational culture, the business environment and CEO characteristics. On the basis of the participants’ perceptions of leadership effectiveness, it is recommended that CEO leadership development in Kuwait should focus on these areas, as this should equip CEOs to be effective in formulating clear visions and executing strategies to enable economic development of the country, and this should help them to compete globally. As the study focused on private and public companies, future research could consider CEOs from governmental and not-for-profit organisations to expand the sample of CEOs.

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15

Singh, Virosha. "Unlearning in founder chief executive officers : a critical competence for success". Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64815.

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Founder-CEOÔs are highly influential in the growth of their businesses which operate in increasingly complex and turbulent environments. It is key for the businessesÔ survival that the Founder is adaptive and flexible in coping with changes in the external environment. Typically, Founder-CEOÔs bring certain knowledge and behaviours into the business, which may be unsuitable for the developing business context. The literature shows a significant relationship between unlearning and change. Unlearning can facilitate the discarding of attachments to old knowledge and outdated behaviours. The literature, however, does not extensively discuss Founder-CEOs attachments and how they are unlearned. This study fills this gap in literature through the use of qualitative, exploratory research methods to gain deeper insights into the unlearning of unfavourable attachments of Founder-CEOÔs. A total of 15 semi-structured, in-depth interviews were conducted with Founder-CEOÔs of businesses from 14 different industries. The key findings confirmed that Founder-CEOÔs are unfavourably attached to various knowledge structures, behaviours, attitudes, beliefs and skills. Certain external events transpire that force the Founder to unlearn these attachments during different stages of their businesses lifecycle. Letting go of a deeply entrenched attachment has an emotional impact on the Founder-CEO, as they find it difficult to let go of their preferred practises. However, the Founder-CEOÔs propensity for growth outweighs these emotions. This study provides two major contributions towards the literature. Firstly, the findings provided the necessary insights to make adjustments to Rautenbach, Sutherland, & Scheepers (2015) original process model of unlearning an attachment for the context of Founder-CEOs. Secondly, and most importantly, a model for the Founder-CEO Unlearning Stages for Business Growth emerged from the findings. This model provides a means for the early identification of an unfavourable attachment through the processes of pre-unlearning, unlearning and post-unlearning. This will help the business transition to the next stage of its growth and improves its chances of survival.
Mini Dissertation (MBA)--University of Pretoria, 2017.
lt2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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16

Patel, Urvashi B. "Physician Chief Executive Officers and Hospital Performance: A Contingency Theory Perspective". VCU Scholars Compass, 2006. http://scholarscompass.vcu.edu/etd_retro/4.

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Years ago it was typical for a physician to serve as a hospital's Chief Executive Officer (CEO). However, with the development of Master of Health Administration, Master of Public Health, and Master of Business Administration programs, hospitals began to move away from this model. Today however, as hospitals search for innovative ideas to reduce healthcare costs and improve the quality of care, the idea of the physician hospital CEO has returned. Little empirical research is available in the health services literature on the physician hospital CEO. The study aims to examine the relationship between organizational and environmental factors and physician CEOs, and whether or not physician CEOs are associated with improved hospital performance.The conceptual framework is adapted from Donabedian's structure, process, and outcome perspective, which when applied to the organizational level becomes context design-performance. The theoretical perspective applied to the conceptual framework to guide the development of hypotheses is contingency theory, which suggests that organizations are most successful when they can adapt their structures to fit their environment.Data for this study were obtained from multiple sources: American Hospital Association Annual Survey, the Centers for Medicare and Medicaid Services Hospital Cost Reports, SK&A, Area Resource File, and the Centers for Medicare and Medicaid Services Hospital Quality Alliance.Besides descriptive analyses, logistic regression was used in this study to evaluate the relationship between the organizational and environmental hospital characteristics. Ordinary least squares regression was used to explore the relationship between physician CEOs and hospital performance.Results indicate that hospitals in markets with greater physician competition are more likely to have physician CEOs. Hospitals that are affiliated with a system are also more likely to have physician CEOs. The study found that while teaching hospitals and specialty hospitals were associated with placement of physician CEOs, it was in the opposite direction of what was hypothesized. This may be a result of the small sample size of both teaching and specialty hospitals in the study sample. The study concludedthat having a physician CEOs is associated with hospital financial outcomes but not associated with its quality of care outcomes.

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17

Bellefeuille, Joseph Harmon. "Discovering how firms align executive development with business strategy: a grounded theory study". Thesis, Boston University, 2004. https://hdl.handle.net/2144/33405.

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Thesis (Ed.D.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
More and more frequently firms are finding it necessary to terminate chief executive officers (CEOs) due to poor organizational performance. This is happening despite the fact that executive development spending is increasing significantly during the same era. These simultaneous situations would suggest that there is a need for a theory to bring clarity and direction to the process of executive development while aligning it with firms' business strategies. A comprehensive review of the literature reveals that there are no well-understood theories that relate executive development strategy to business strategy. The lack of a theoretical foundation makes it necessary to derive the linkage between business strategy and executive development strategy empirically. This study was designed to determine how and to what extent the participating firms achieve alignment between executive development and business strategies. It is founded upon the premise that for a firm's success to be sustainable, its environment, its business strategies, its executive development strategies, and its executive development activities should all be aligned. This study provides both a theoretical and a practical analysis of the alignment between business strategy and executive development strategy. The theoretical analysis is grounded in a review of the twentieth-century history of organizational theory as well as the theories pertaining to business strategy and executive development strategy. The practical analysis was drawn from the experiences of senior-level managers employed by twenty-one commercial firms to design and guide executive development. This research utilized interviews of executive development specialists as the primary means of collecting data from the subject firms. The analysis revealed four key concepts: aligning executive development and business strategies, linking executive development to the business environment, integration of executive development with other corporate systems, and the utility of top-level executive support for executive development programs. The study resulted in a conceptual model of the focus firms' approaches to achieving alignment between executive development and business strategies. These findings imply opportunities for policy makers and practitioners as well as future researchers.
2031-01-01

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18

Kirschkamp, Andreas. "A contingency-based view of chief executive officers' early warning behavior an empirical analysis of German medium-sized companies /". Wiesbaden : Deutscher Universitäts-Verlag, 2008. http://www.myilibrary.com?id=134439.

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19

MA, Yiu Chung. "CEO compensation and loan contracting". Digital Commons @ Lingnan University, 2011. https://commons.ln.edu.hk/econ_etd/3.

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The agency theory literature implies the pay-performance based managerial compensation can relieve the agency problem between shareholders and managers. As the interests of shareholders and managers are aligned, managers have incentive to invest in best projects and hence to improve firms’ performance. While the use of equity compensation to managers may reduce the agency cost between managers and shareholders, its impact on agency cost of debts is ambiguous. On the one hand, a large portion of equity compensation discourages risk-averse managers to invest in risky investment and hence reduce the credit risk. On the other hand, while the equity compensation brings the interests of managers in alignment to shareholder it may encourage managers to take opportunistic corporate strategies and to exploit the wealth of creditors. As a result, creditors may response to the CEO compensation package by imposing different covenant restrictions according to their perception of the credit risk. Supported with empirical evidence, this research finds that loan agreement contains more restrictive covenants if the firm’s CEO has a higher portion of option compensation to the total compensation, but contains less restrictive covenants if the firm’s CEO has a higher portion of stock compensation to the total compensation. It implies that creditors view that the increase in the use of option compensation would increase the credit risk of the firm, while the increase in the use of stock compensation would decrease the credit risk. This research also investigates the relation between the CEO option compensation and some specific financial covenants. The finding shows that the use of liquidity covenant and minimum net worth covenant is positively related to the CEO option compensation.

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20

Dougherty, Michael John. "The strategic planning role perceptions of Virginia local government chief executive officers". Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-05222007-091421/.

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21

Li, Xin. "Chief Executive Officers' Compensation and Firms' Performance in the U.S. Banking Industry". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4649.

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The growth rate of chief executive officers' (CEOs) compensation has dramatically outpaced average employees' pay increases. Scholars have not been able to reach a consensus on whether the financial performance of firms has a positive influence on CEOs' compensation. Also, boards of directors lack a clear understanding of the relationship between financial performance of firms and CEOs' incentive compensation in the U.S. banking industry. The purpose of this correlational study was to examine the predictive relationship between financial performance of firms (measured by return on equity [ROE] and annual revenue) and CEOs' total compensation in the U.S. banking industry. According to agency theory, which was the theoretical framework for this study, failing to understand such a relationship could cause a misalignment between CEOs' compensation and the performance of firms. Hence, the research question was, does a predictive relationship exist between ROE, annual revenues of firms, and CEOs' total compensation? Archival data from publicly traded U.S. banking firms were collected and analyzed. Multiple regression techniques were used to identify a statistically significant predictive model, F (2, 121) = 95.691, p < .000, R2 = .613. Changes in annual revenue were found to be significantly more sensitive than changes of ROE relative to the impact on changes in CEOs' total compensation. This study may contribute to positive social change by raising individuals' awareness of the importance of maintaining CEOs' equitable compensation. Additionally, compensation committees of banking firms can use the findings from this study to evaluate their compensation strategies and make necessary adjustments.

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22

Wang, Hui. "CEO leadership attributes and organizational effectiveness : the role of situational uncertainty and organizational culture /". View Abstract or Full-Text, 2002. http://library.ust.hk/cgi/db/thesis.pl?MGTO%202002%20WANG.

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Thesis (Ph. D.)--Hong Kong University of Science and Technology, 2002.
Includes bibliographical references (leaves 106-122). Also available in electronic version. Access restricted to campus users.

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Bartlett, Jessica. "A Compensation Comparison: Determinants of Compensation for Chief Executive Officers and University Presidents". Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cmc_theses/525.

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The compensation of chief executive officers has long been an alluring and controversial topic, especially in light of the rapid rise in CEO earnings over the past several decades, which has provoked discussion on the manner in which CEOs are monetarily rewarded. Recently, university presidents have joined company CEOs in the public spotlight, as increasing levels of compensation for college presidents have also sparked scrutiny and debate. This paper examines the determinants behind CEO compensation and investigates the extent to which insights on these factors compare to the compensation determinants of chief executives at universities. Ultimately, this study finds similarities between the determinants of compensation for these two executive groups, specifically in the significance of organization size, type, and performance, as well as personal executive characteristics such as gender and tenure. The findings therefore suggest that these executives have similar job responsibilities, and the results also possess important insights and applications to relevant issues regarding executive compensation.

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24

Vance, Thomas W. "Subcertification and relationship quality : effects on subordinate effort and justification /". Thesis, Connect to this title online; UW restricted, 2007. http://hdl.handle.net/1773/8831.

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25

Lundqvist, Olivia y Erazo Michael. "What determines Chief Executives compensation? : An empirical study of the compensation to Chief Executive Officers in Swedish listed firms during 2007 to 2010". Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-25824.

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Chief Executive Officers (CEO) remuneration has been a hot topic the last couple of years and has brought a great amount of attention in the media, when some companies have increased the CEO’s compensation even though the firm have been reporting lower earnings. Bonus systems have recently become more frequent to increase CEOs incentives, but have also been a disputed subject since the financial crisis in 2008. The aim of this thesis is to study the relation between CEO compensation and companies’ size as well as performance. The study extends over a four-year period, from 2007 to 2010, comprising the companies within the finance and real estate industry listed under large-, mid and small cap on NASDAQ OMX Stockholm. A four-year period from 2000 to 2003 and a three-year period after the financial crisis from 2011 to 2013 is analyzed and taken into account in the study to get a deeper understanding of how the compensation has varied over time. The study takes a quantitative approach using secondary data from the companies’ annual reports. A pooled regression analysis is used as the statistical method where we are able to take multiple companies into account over several periods. The empirical results find that there is no significant relation between CEO compensation and firm performance. The study does however show a strong positive relation with market capitalization, suggesting that the companies’ size have a great effect on the CEO compensation.

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Ahn, Joonmo. "The human side of openness : the influence of chief executive officers on open innovation in innovative small and medium-sized enterprises". Thesis, University of Cambridge, 2015. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.708579.

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27

Wang, Lingling. "CEO employment history and risk-taking in firm policies". unrestricted, 2009. http://etd.gsu.edu/theses/available/etd-04292009-150418/.

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Thesis (Ph. D.)--Georgia State University, 2009.
Title from file title page. Harley E. Ryan, committee chair; Conrad Ciccotello, Omesh Kini, Jayant Kale, committee members. Description based on contents viewed July 1, 2009. Includes bibliographical references (p. 72-74).

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28

Siagian, Ferdinand Tumindi. "Earnings manipulation and the association between CEO bonus and accounting earnings /". view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3061966.

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Thesis (Ph. D.)--University of Oregon, 2002.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 58-59). Also available for download via the World Wide Web; free to University of Oregon users.

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29

Koh, Yi Mien. "Contextual intelligence and chief executive strategic decision making in the NHS". Thesis, Cranfield University, 2012. http://dspace.lib.cranfield.ac.uk/handle/1826/10451.

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CEO competence and development is a continuing concern in the NHS. As a key feature of any CEO leadership role is responsibility for organisationally critical decisions, and there is an increasing recognition of the role context plays in effective leadership behaviour. This study examines the role of contextual intelligence in relation to PCT CEO decision making behaviour. To do this, the research addresses four questions: a) what does the literature say about CEO contextual intelligence? b) what factors do PCT CEOs say they take into account in different decision making contexts? c) what contextual factors do they actually take into account? and d) what impact do the contextual factors have on their decision making behaviour. A systematic literature review resulted in a model of CEO contextual intelligence for CEO decision making. Semi-structured interviews with 24 PCT CEOs in a NHS region about factors influencing their decisions on generic strategies, national policies, regional strategies and local plans revealed a hierarchy among contextual factors applying to different decision strata. Semi-structured interviews and analysis of CEO diaries two months later of the same focal decisions show the real critical factors to be:- national policies themselves, the Strategic Health Authority and the decision making process, for regional strategies; and Top Management Team and structure for local plans. Altogether, the research reveals that the PCT CEO’s decision making context is rationally bounded; the relevant contextual factors differed significantly from the literature derived model; the actual factors in practice differed from what were espoused; choice of factors vary depending on decision trigger strata which links to degrees of CEO autonomy; and macro level factors which were indicated as significant from the systematic review were in fact ignored in practice. A PCT CEO model of contextual intelligence is developed together with a two dimensional model of underlying structures guiding PCT CEO decision making behaviour. The findings have implications for governance structures in the NHS, CEO decision making and senior leader development in ii the NHS in the context of the 2012 Health and Social Care Act. Areas for further research in public sector, NHS and contextual intelligence are also identified.

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30

Waun, Cynthia J. "Identified strengths of successful Chief Executive Officers leading psychiatric hospitals| A multiple case study". Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3734733.

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This multiple case study research examines the personal strengths of Chief Executive Officers (CEOs) and how these strengths contribute to their success as they lead their personnel and manage psychiatric hospitals in their charge. The study provides an understanding of the role of personal strengths in the successful CEO and discusses each CEO’s utilization and development of those strengths. The Clifton StrengthsFinder 2.0 as found in StrengthsFinder 2.0 (Rath, 2007) instrument was employed in the study to provide a common language that facilitated the researcher’s conversation with the participants. Used as a heuristic device, the results of the strengths identifier tool were not applied in any comparative analytical format but rather provided a common frame of reference for both the researcher and the participant. The experience of responding to the strengths identifier tool provided a starting point for an interview that allowed the participants to talk about their strengths, their development, and the contribution of their strengths to their success. The theme of self-awareness emerged as an important component of their success, common to all of the participants in the study. Secondary themes of courage and humility, connected to self-awareness, contributed to understanding how the participants utilized their signature strengths to engage in a successful career leading psychiatric hospitals. The participants were able to describe their capacities, strengths, and how they used their abilities in unique ways while leading their hospitals.

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31

Jordan, Terri K. "A comparison of the profiles and career pathways of public school superintendents and corporate chief executive officers". To access this resource online via ProQuest Dissertations and Theses @ UTEP, 2008. http://0-proquest.umi.com.lib.utep.edu/login?COPT=REJTPTU0YmImSU5UPTAmVkVSPTI=&clientId=2515.

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32

Henderson, Elizabeth I. "Extensive engagement, chief executive officers' formative life experiences related to their participative style of leadership". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape15/PQDD_0006/NQ29045.pdf.

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33

Wyse, Joe. "The relationship between attachment theory and transformational leadership in California community college chief executive officers". Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3616099.

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This study examines a relatively new area of investigation: the relationship between attachment theory (Bowlby, 1973, 1980, 1982) and transformational leadership theory. Using self-report surveys and controlling for demographic variables, California community college chief executive officers’ (CEOs) attachment styles and transformational leadership characteristics are measured and the potential relationship between them examined (N=74). The two measures used are Kouzes and Posner’s (2002a) Leadership Practices Inventory (LPI) and Brennan, Clark, and Shaver’s (1998) Experiences in Close Relationships Scale (ECR).

No significant correlation between attachment scores and the demographic variables was found in the study. Three moderate strength positive correlations were found between LPI scores and the demographic variables: between age and the LPI Enable Others to Act score, between female CEOs and the LPI Challenge the Process score, and between female CEOs and the LPI total score. The analysis demonstrated moderate correlations between the two attachment scales and the five transformational leadership characteristics as well as the LPI total score, with all 12 resulting correlations being negative and significant at the p <.05 level both before and after controlling for demographic variables.

The moderate correlation found in this study between more securely attached leaders and their self-assessed transformational leadership style found provides insight into the complex fields of leadership study and personality theory. Implications include the possibility of incorporating attachment and leadership measures into employee selection to better match desired styles to the organization’s needs. Individual leaders may also be able to leverage the relationship explored in this study to further their personal leadership development.

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34

Herrera, Stephanie A. "Exemplary Leadership| A Mixed-Methods Case Study Discovering How Female Chief Executive Officers Create Meaning". Thesis, Brandman University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10271696.

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Purpose: The purpose of this thematic, mixed-methods case study was to identify and describe the behaviors that exemplary female chief executive officers (CEOs) use to create personal and organizational meaning for themselves and their followers through meaning-making domains: character, vision, relationships, wisdom, and inspiration. Additionally, it was the purpose of this study to determine the degree of importance to which followers perceived behaviors within the meaning-making domains.

Methodology: The exploratory mixed-methods case study was selected to gather insight into the behaviors of four female chief executive officers through interviews. Twelve of their employees were asked to complete an online survey. The results of both the qualitative interviews and quantitative surveys were then compared for triangulation.

Findings: The qualitative findings of this research suggest that exemplary female CEOs demonstrate behaviors from each of meaning-making domains (character, vision, relationships, wisdom, and inspiration), with character and vision as most significant to meaning making. Followers concurred with their quantitative input, finding the domains of character and relationships to be the most significant in creating meaning within the organization.

Conclusions: The study’s findings support the need for CEOs to integrate behaviors from each of the meaning-making domains (character, vision, relationships, wisdom, and inspiration) in order to create meaning for themselves and their followers. CEOs wishing to develop behaviors across these domains should make decisions based on a moral compass, invest in strategic planning, as well set aside time for reflection and self-development.

Recommendations: There is a need for further exploration in this area of study. Replication studies could identify differing populations, exemplary male CEOs, or look at other geographical locations. For a deeper look into this topic, a pure qualitative design approach is suggested. The 21 emerging themes also need a deeper understanding and each could contribute to its own study. Finally, it is highly advisable that studies be conducted in order to add to the body of knowledge on meaning-making leadership.

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35

Agle, Bradley R. "Charismatic chief executive officers, are they more effective? : an empirical test of charismatic leadership theory /". Thesis, Connect to this title online; UW restricted, 1993. http://hdl.handle.net/1773/8719.

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36

Stanley, Garrick N. "Public sector reform in Western Australia: the role of chief executive officers in leading cultural change in their organisations". Thesis, Curtin University, 2001. http://hdl.handle.net/20.500.11937/2221.

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The last two decades of the twentieth century saw unprecedented change in the Western Australian public sector. Legislative reform, royal commissions and new policies aimed at enhancing public sector accountability, transparency and efficiency have served to highlight the critical role of CEOs in delivering change. Underpinning sustainable organisational change is cultural change, which in-turn is most effectively driven by a transformational leadership style. There has been little research into CEOs' perceptions of their role in leading cultural change in their organisations. This thesis details an exploratory study of WA public sector CEOs. It discovered that CEOs identified with elements characterising the theoretical construct of a transformational leader. They perceived cultural change as the realignment of organisational values and behaviour with mission, government and community expectations, efficiency and effectiveness. CEOs actively deployed a number of strategies to bring about cultural change but were uncertain about the extent which substantive cultural change was taking place within the public sector. Factors they saw as impacting on their capacity to lead such change included the Government's policy agenda, management theory and potentially, peer support. CEOs who participated in the study were predominantly career public servants, male, over the age of fifty, had worked exclusively in the public sector and only led a small number of organisations. They had mixed views about the impact of such demographics on a CEO's capacity to effectively lead cultural change citing situational factors and personal attributes as being significant variables. There were a number of clear findings from the study that have significant, practical implications for the public sector. CEOs would benefit from a government that communicated a stronger sense of vision about the future directions of the sector. CEOs require structured opportunities to enhance their competencies in the leadership of change and incentives to commit to change agendas that may extend well beyond the tenure of their employment contacts. Finally, CEOs cannot effectively transform organisational culture without support from other leaders and strategic plans that take account of emerging demographic shifts in the workforce that will inevitably impact on staff values, behaviours and expectations.

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37

Koh, Whee Ling Kevin. "The impact of superstar CEOs on financial reporting practices and firm performance /". Thesis, Connect to this title online; UW restricted, 2007. http://hdl.handle.net/1773/8752.

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38

Markham, James. "CEO entrenchment versus boards of directors performance is not all that matters to turnover /". Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 172 p, 2009. http://proquest.umi.com/pqdweb?did=1654492691&sid=1&Fmt=2&clientId=8331&RQT=309&VName=PQD.

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39

Rejchrt, Peter. "Studies of UK Chief Executive Officers in the FTSE 350 : implications for management, succession and governance". Thesis, University of Southampton, 2014. https://eprints.soton.ac.uk/370452/.

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There is limited recent evidence from the UK on the sourcing and backgrounds of Chief Executive Officers (CEOs). Practitioner views are dominant and suggest a frequent “churn” of these individuals between lucrative roles. In particular, the implications of hiring profiles, organisational career paths and demographic backgrounds have not featured in the research focus, which has perpetuated the practitioner view of CEO succession. The governance implications of CEO successions in non-domestic companies are linked to home market culture to seek validation for different approaches to compliance with governance standards. This thesis presents three linked papers on CEO succession, with the final paper evolving a governance focus from a finding of the research into the earlier papers. Chapter 2 (Paper 1) considers the implications for the future of the publicly traded corporation in terms of its leadership talent pipeline by considering the questions of the succession, age and tenure, and recruitment of CEOs. It examines a sample of the 350 largest UK publicly quoted companies and develops a research agenda focused on the succession, age, tenure and provenance of recruits to senior executive roles. The paper shows the predominance of internal recruitment, with ageing CEOs in role for over six years and close to retirement. These CEOs tend to be replaced by successors with similar age profile and recruitment characteristics, as the level of “churn” of CEOs between roles is reported as minimal. It may appear that focus on succession planning has produced results, as many CEOs are recruited from an internal talent pool and enjoy longer tenures than previous research has indicated. However, the future talent pipeline may be at risk due to a lack of development opportunities. Chapter 3 (Paper 2) examines the outcomes of talent management at the 300 largest companies in the UK, using a quantitative approach. It examines the relationship between the functional backgrounds and age demographics of CEOs and firm performance. It further links antecedent organisational performance to the internal-external CEO hiring decision. The findings show a relative predominance of general management skills in current CEOs. Replacement CEOs are usually sourced internally and long tenure is associated with improved firm performance. This holds true even with below-average antecedent firm performance, where firms are expected to address strategic shortcomings by seeking an external recruit. The article discusses the implications of the findings for succession planning and career paths. Chapter 4 (Paper 3) engages with a small sample of non-domestic companies listed on the London Stock Exchange. Such companies may seek to access capital in a more liquid market as a statement to the market of a propensity to disclosure and a willingness to protect minority shareholders. Yet, many non-domestic companies retain tightly-controlled shareholding structures and are based in emerging regions where national cultural norms differ from the UK. The paper hypothesises on likely lower levels of compliance with the principles of the UK Corporate Governance Code. It further suggests a relationship between lower levels of compliance and non-domestic companies from countries that demonstrate high power-distance and uncertainty-avoidance in the Hofstede (1980a) cultural values framework. In this exploratory approach to analysing compliance by non-domestic companies with the “comply-or-explain” governance regime in the UK, the paper develops a framework to guide future research into the contextual and cultural underpinnings of compliance monitoring and to enable regulators to further improve corporate governance codes.

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40

Bouvier, Anthony. "The Effect of Age upon CEO Compensation: A Cross-Industry Study". Scholarship @ Claremont, 2010. http://scholarship.claremont.edu/cmc_theses/11.

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The compensation of CEO’s has been at the forefront of the public’s mind for the past few years. During the recession, one could not go a day without hearing about the atrocious salaries and bonuses that executives were being paid. Although it only recently became an explosive topic, academics have been researching all aspects of compensation for many years. One of the earliest looked at the idea of pay for performance (Jensen and Murphy 1990), and the field has taken off from there. Many studies have been done on the determinants of compensation, and I was interested in how age relates to compensation. I created a model for determining compensation, but also took it one step further and looked at the compensation structure across different industries as well. I found that age did indeed influence compensation levels, but that it only had some effect on pay structure and only in certain industries.

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41

Xu, Xiumin. "The association between CEO compensation structure and firm decision". HKBU Institutional Repository, 2003. http://repository.hkbu.edu.hk/etd_ra/475.

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42

Wilking, Karin Alana. "Asian Pacific American female chief executive officers in higher education : their challenges and strategies to the top /". Diss., ON-CAMPUS Access For University of Minnesota, Twin Cities Click on "Connect to Digital Dissertations", 2001. http://www.lib.umn.edu/articles/proquest.phtml.

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43

Hussain, Shari Zullina. "Mass media portrayals of chief executive officers (CEOs): the influence on the perceived likelihood of organisational success". Thesis, The University of Sydney, 2013. http://hdl.handle.net/2123/10412.

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This thesis investigates the influence of mass media portrayals of CEOs on the perceived likelihood of organisational success. In corporate brand management, CEO image represents organisational leadership and success. For most stakeholders, the image is configured based on mass media portrayals. The thesis argues that the portrayals often activate leadership archetypes that are stored in the memory and have a biasing influence on stakeholders in predicting organisational success. However, little is known about what types of leadership are depicted in mass media and how likely the portrayals influence the perceived likelihood of organisational success. The thesis has three main research questions: What are the common leadership archetypes depicted in mass media, and do they correspond to those identified in the academic literature?; Does the presence of leadership archetypes in mass media profiles of CEOs have a biasing influence on stakeholders in predicting organisational success?; Does a match between CEO leadership archetypes and situational contexts have a larger biasing influence on stakeholders in predicting organisational success than a mismatch? The thesis used a framework that examines leadership through a situational lens, and a mixed methods approach. A content analysis addressed the first question, whilst an experiment addressed the second and third research questions. The analyses indicate that CEOs are depicted as having multiple leadership archetypes that fit into the framework, but some archetypes have not been captured in the academic literature, and media depictions of CEO leadership archetypes tend to bias stakeholders in predicting organisational success, but the leader-context match does not. The research bridges the studies of corporate marketing and leadership through an emerging approach, advances the representation of CEO leadership and a dimension of corporate brand image, notes the study limitations, and suggests areas for future research.

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44

Bradley, Samuel. "Chief executive officer compensation and the effect on company performance in a South African context". Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1001637.

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The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research , the compensation of chief executive officers was broken down into three components: salary, bonus and "other" remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Studies on this topic have been carried out in other countries, most notably in the United States of America and the United Kingdom. It appears that no research of a similar nature has been carried out in South Africa. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The econometric models used for the research were based on models identified in the literature study. The data were then analysed for evidence of a correlation between chief executive officer compensation and the performance of the company. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age and experience and compensation was also found , which may present potential avenues of research to scholars in the future.

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45

Stanley, Garrick N. "Public sector reform in Western Australia: the role of chief executive officers in leading cultural change in their organisations". Curtin University of Technology, Curtin Business School, 2001. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=12646.

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The last two decades of the twentieth century saw unprecedented change in the Western Australian public sector. Legislative reform, royal commissions and new policies aimed at enhancing public sector accountability, transparency and efficiency have served to highlight the critical role of CEOs in delivering change. Underpinning sustainable organisational change is cultural change, which in-turn is most effectively driven by a transformational leadership style. There has been little research into CEOs' perceptions of their role in leading cultural change in their organisations. This thesis details an exploratory study of WA public sector CEOs. It discovered that CEOs identified with elements characterising the theoretical construct of a transformational leader. They perceived cultural change as the realignment of organisational values and behaviour with mission, government and community expectations, efficiency and effectiveness. CEOs actively deployed a number of strategies to bring about cultural change but were uncertain about the extent which substantive cultural change was taking place within the public sector. Factors they saw as impacting on their capacity to lead such change included the Government's policy agenda, management theory and potentially, peer support. CEOs who participated in the study were predominantly career public servants, male, over the age of fifty, had worked exclusively in the public sector and only led a small number of organisations. They had mixed views about the impact of such demographics on a CEO's capacity to effectively lead cultural change citing situational factors and personal attributes as being significant variables. There were a number of clear findings from the study that have significant, practical implications for the public sector. CEOs would benefit from a government that communicated a stronger sense of vision about the ++
future directions of the sector. CEOs require structured opportunities to enhance their competencies in the leadership of change and incentives to commit to change agendas that may extend well beyond the tenure of their employment contacts. Finally, CEOs cannot effectively transform organisational culture without support from other leaders and strategic plans that take account of emerging demographic shifts in the workforce that will inevitably impact on staff values, behaviours and expectations.

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46

Bendisch, Franziska. "Branding CEOs : how relationship between chief executive officers, corporate brands and stakeholders image can influence perceived brand value". Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4892.

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Chief Executive Officers (CEOs) have become recognised as brands in the academic and popular domain, but little is known about the relationship between these senior manager 'brands' and the corporate brand of the organisation they represent. Since stakeholders associate the CEO's reputation with that of the company, they may negatively or positively affect each other, and there is little research into this dynamic. Indeed there is only a limited understanding about the field of people branding in general and much less into CEO brands in particular. Consequently this doctoral thesis investigates the people and CEO brands phenomena, the relationships between CEO, corporate brand and stakeholder's self-image and how these can be effectively managed in order to enhance brand equity for the company. Based on a critical realist perspective, this research examines traditional product brand elements from the literature and develops a new conceptual framework for people brands, which is subsequently applied to CEOs. Furthermore a survey is performed with business school students. The findings are analysed by using content analysis, descriptive statistics and by developing and testing a Structural Equation Model. The contribution to knowledge is threefold. Firstly a conceptual framework of people brands is constructed. Second this model is applied to CEO brands. Third five propositions about stakeholder perceptions of CEO brand differentiation and equity are empirically tested. The main findings are that visual presentation is not the main factor to differentiate CEO brands from each other, nor is their association with the company. Positive perceptions of corporate brands can influence the reputation of the CEO brand and lead to an enhancement of their brand equity. Importantly this indicates that stakeholders do not distinguish between CEO and company. Brand equity is also created if there is a relationship between stakeholder self-image and company brand, which in turn can improve the reputation of the CEO brand. Finally brand equity is enhanced through stakeholder perceptions of an ideal self-image. Overall this research has important implications for academia and managerial practice as it extends the knowledge about people and CEO brands and provides an insight into ways in which the relationships between CEO, company and stakeholders can be managed to enhance brand equity for the company

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47

Suwal, R. L. S. "Attributes and skills of chief executive officers of public enterprises in Nepal that are associated with effective performance". Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278750.

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48

Kisfalvi, Veronika J. "The top manager and his team : opening the black box of top management team dynamics in strategic issue diagnosis". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape16/PQDD_0008/NQ36994.pdf.

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49

Bendisch, Franziska. "Branding CEOs : How relationship between cheif executive officers, corporate brands and stakeholders image can influence perceived brand value". Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4892.

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Chief Executive Officers (CEOs) have become recognised as brands in the academic and popular domain, but little is known about the relationship between these senior manager ¿brands¿ and the corporate brand of the organisation they represent. Since stakeholders associate the CEO¿s reputation with that of the company, they may negatively or positively affect each other, and there is little research into this dynamic. Indeed there is only a limited understanding about the field of people branding in general and much less into CEO brands in particular. Consequently this doctoral thesis investigates the people and CEO brands phenomena, the relationships between CEO, corporate brand and stakeholder¿s self-image and how these can be effectively managed in order to enhance brand equity for the company. Based on a critical realist perspective, this research examines traditional product brand elements from the literature and develops a new conceptual framework for people brands, which is subsequently applied to CEOs. Furthermore a survey is performed with business school students. The findings are analysed by using content analysis, descriptive statistics and by developing and testing a Structural Equation Model. The contribution to knowledge is threefold. Firstly a conceptual framework of people brands is constructed. Second this model is applied to CEO brands. Third five propositions about stakeholder perceptions of CEO brand differentiation and equity are empirically tested. The main findings are that visual presentation is not the main factor to differentiate CEO brands from each other, nor is their association with the company. Positive perceptions of corporate brands can influence the reputation of the CEO brand and lead to an enhancement of their brand equity. Importantly this indicates that stakeholders do not distinguish between CEO and company. Brand equity is also created if there is a relationship between stakeholder self-image and company brand, which in turn can improve the reputation of the CEO brand. Finally brand equity is enhanced through stakeholder perceptions of an ideal self-image. Overall this research has important implications for academia and managerial practice as it extends the knowledge about people and CEO brands and provides an insight into ways in which the relationships between CEO, company and stakeholders can be managed to enhance brand equity for the company

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50

Schlinger, Jean M. "The effects of the CEO's stock option portfolio on stock return volatility and firm performance /". Thesis, Connect to this title online; UW restricted, 2001. http://hdl.handle.net/1773/8840.

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