Gotowe bibliografie tematyczne / Executives

Gotowa bibliografia na temat „Executives”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 1 sierpnia 2024

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Artykuły w czasopismach na temat "Executives"

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Indjejikian, Raffi J., i Dhananjay (DJ) Nanda. "Executive Target Bonuses and What They Imply about Performance Standards". Accounting Review 77, nr 4 (1.10.2002): 793–819. http://dx.doi.org/10.2308/accr.2002.77.4.793.

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We provide evidence that CEOs' and lower-level business unit executives' target bonuses are negatively associated with a proxy for measurement noise in accounting-based performance measures, and positively associated with proxies for firms' growth opportunities and the extent of executives' decision-making authority. Non-CEO executives' target bonuses are also positively associated with their CEO's target bonus. In addition, we compare executives' actual and target bonuses over two consecutive periods to draw inferences about how firms revise executives' performance standards. If firms adjust performance standards to fully reflect executives' past performance, then we expect an executive's chances of earning an above-target bonus to be independent of his past performance. We find evidence to the contrary; an executive is more likely to receive an above-target bonus if he received an above-target bonus in the prior year than if he did not. This suggests that firms do not adjust standards to fully reflect executives' past performance, consistent with agency-theoretic arguments that a firm can better motivate its executives if it discounts executives' past performance in setting their future compensation.
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Moore, James Hatch, i Zhongming Wang. "Passion in executive mentoring influences organizational innovativeness". Social Behavior and Personality: an international journal 46, nr 2 (2.02.2018): 219–31. http://dx.doi.org/10.2224/sbp.6487.

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Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.
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Chang, Ya-Fen, Wei-Liang Tai i Ka-Ho Fung. "Offline User Authentication Ensuring Non-Repudiation and Anonymity". Sensors 22, nr 24 (10.12.2022): 9673. http://dx.doi.org/10.3390/s22249673.

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User authentication is the key to ensuring that only authorized users can deal with specific affairs and access services. Applications or systems possessing different properties or requirements need different authentication schemes. For example, some institutions or companies need executives to manage or inspect their corresponding departments while the inspected department should not know who the executives are but only can verify their legitimacy. This paper designs a non-repudiation and anonymity-ensured user authentication system to meet the mentioned special requirements. We also propose a user authentication scheme to ensure that the designed system can work as claimed. In the system, a department is equipped with an authentication device, namely the department authentication device, to authenticate an executive while the executive’s identity is not revealed to the department and only the department’s authentication device can identify the executive for non-repudiation. An executive is equipped with an authentication device to have himself/herself authenticated by the department’s authentication device. Moreover, authentication data stored in an executive’s authentication device does not need to be updated even when management personnel changes are made.
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Luo, Hong, Yongliang Zeng, Linyu Wan i Yali Shen. "Executive heterogeneity, pay bandwagon, and earnings management". Nankai Business Review International 7, nr 4 (7.11.2016): 426–50. http://dx.doi.org/10.1108/nbri-04-2016-0015.

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Purpose From the perspective of top management heterogeneity, this paper aims to study the impact of the psychological traits of executive pay bandwagon on earnings management in the listed companies of China. Design/methodology/approach This paper applies the ratio of executive pay to the median pay level of executives in firms of similar size and industry, namely, the comparing coefficient, as an alternative variable of executive pay bandwagon, and earnings management as the behavior choice of executive pay bandwagon, to examine whether executives in the listed companies of China have comparing mentality, and whether the result is influenced by executive heterogeneity by using the multiple linear regression models. Findings The lower the executives’ compensation is than the median pay level of executives in firms of similar size and industry, the stronger the incentive the executives have to compare with others whose pay is higher, increasing the extent of earnings management in the future, and executives tend to use real activities manipulation rather than accrual-based earnings management to increase their performance-based compensation. As pay bandwagon is a kind of executives’ individual psychological reaction, in a large extent, its behavioral performance is likely to be affected by executive heterogeneity. Specifically, when the proportion of male executives, young executives or low educated executives is relatively high, or executives are located in remote cities, there will breed more earnings management behaviors induced by pay bandwagon. Further study shows that pay bandwagon is positively correlated with rigging compensation based on real earnings management and pay bandwagon also has significantly negative effects on the firms’ future value creation. Research limitations/implications Pay bandwagon is an important inducement of executives’ earnings management, with implication that for executives with different characteristics, one should pay attention to the subjective psychological perception and expectation of their pay in the future studies related to executives’ compensation incentives. Originality/value This study introduces the research within sociology, psychology and experimental economics, and considers the executives’ subjective perception of their pay, to explore the internal mechanism that executives affect firm performance via a specific earnings management method and to implement self-interested behavior due to pay bandwagon. And this is the first study to select several typical executive individual characteristics to investigate the influence of executive heterogeneity on pay bandwagon and its economic consequences.
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Lauck, John R., Joseph R. Rakestraw i Sarah E. Stein. "Do Audit Fees Reflect Unique Characteristics of Individual Executives?" Accounting Horizons 34, nr 4 (12.06.2020): 105–24. http://dx.doi.org/10.2308/horizons-19-193.

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SYNOPSIS We examine whether audit fees reflect characteristics of individual executives incremental to known determinants of fees. Using a novel executive effects approach, we find that unexplained audit fees exhibit a statistically and economically significant association with executive effects after controlling for factors related to the firm and environment. Specifically, executive effects represent between 20 and 39 percent of the total variation in unexplained audit fees. Our tests also show only limited evidence that observable proxies are associated with the auditor's perception of an executive's style, which suggests that our analysis identifies unobservable traits that cannot be captured by typical measures in archival research (e.g., gender, age, educational background, and board membership). Collectively, our study highlights the importance of executive characteristics in the determination of audit fees and suggests that future research may benefit from additional consideration of individual executives' influence on the pricing of audit services. Data Availability: Data used in this study are available from public sources identified in the document.
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Phillips, Peter, i Julie Cotter. "The technostructure gap the educational qualifications of executive and non-executive directors". Corporate Ownership and Control 7, nr 4 (2010): 102–13. http://dx.doi.org/10.22495/cocv7i4p7.

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The purpose of this paper is to investigate the educational qualifications and experience of executive and non-executive members of directorial boards in Australia. Inspired by Galbraith’s (1967) analysis of the ‘technostructure’, we examine the educational qualifications of managerial (executive) directors and non-executive directors to assess the extent of divergences in the relevance (to the company’s operations) of executives’ and non-executives’ educational qualifications. In addition, we measure the ‘relatedness’ of executives’ and non-executives’ educational qualifications to determine the extent to which the set of educational qualifications of executive directors diverges from that of non-executive directors. We find significant differences in the relevance of the educational qualifications possessed by executives and non-executives. We also find very low relatedness between the two sets of educational qualifications. The advantages of board diversity on the one hand and the disadvantages that may attend potentially sub-optimal technical information flow on the other are discussed.
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Saputra, Willy Johan Widjaja. "Development of Executive Information System to Support Strategic Goals in Retail Company". Engineering, MAthematics and Computer Science (EMACS) Journal 1, nr 1 (31.08.2019): 29–36. http://dx.doi.org/10.21512/emacsjournal.v1i1.5796.

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One way to present accurate and actual information to the executive is to use the Executive Information System. The Executive Information System is designed for executives who need information to monitor the situation and manage company management. Problems that may arise at this time are the lack of available information for executives because of geographical barriers, for example the distance between the head ofce and branches that are far apart or executives who often work out of the ofce so that they cannot monitor the company. This is because generally the Executive Information System that exists is only available and can be accessed from within the company environment so executives who are outside the company environment cannot access the Executive Information System to get the information needed. With the existence of an intranet-based Executive Information System, it is expected to cover the shortcomings of the Executive Information System which is not based on intranets. Information needed by executives is not only available in the corporate environment but is also available at a site that can be accessed by executives via the internet, so that executives can easily access information to monitor company performance and determine company management policies even though the executive in question is at outside the corporate environment, especially those related to marketing the company’s products. The system we built proved to be very effective in helping executives to control and monitor the company and make it easier to make decisions regarding company management.
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Carter, Mary Ellen, Francesca Franco i İrem Tuna. "Matching Premiums in the Executive Labor Market". Accounting Review 94, nr 6 (1.02.2019): 109–36. http://dx.doi.org/10.2308/accr-52393.

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ABSTRACT We study whether executives receive pay premiums for the uncertainty of their match with a new firm. Using changes in executive-firm matches from Execucomp, we document that executives receive significant attraction premiums when they move to new firms. These premiums vary with proxies that capture potential sources of uncertainty about the quality of the match, and are incremental to pay for managerial talent, generalist ability, industry turnover risk, and potential additional costs incurred by the new employer to attract the executive to the firm, such as payments for forfeited equity and relocation costs. Consistent with compensation for uncertainty of fit, we find that the premiums decrease with the executive's tenure at the new firm, as the uncertainty about the executive-firm match is resolved over time. Our findings raise the possibility that attraction premiums are an additional cost of executive turnover and may contribute to the overall rise in executive pay. JEL Classifications: J24; J33; M12; M52. Data Availability: Data are available from sources cited in the text.
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Saban, Kenneth Albert, Stephen Rau i Charles A. Wood. "“SME executives’ perceptions and the information security preparedness model”". Information & Computer Security 29, nr 2 (29.03.2021): 263–82. http://dx.doi.org/10.1108/ics-01-2020-0014.

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Purpose Information security has increasingly been in the headlines as data breaches continue to occur at alarming rates. This paper aims to propose an Information Security Preparedness Model that was developed to examine how SME executives’ perceptions of security importance, implementation challenges and external influences impact their awareness and commitment to security preparedness. Design/methodology/approach Funded by the Department of Justice, a national survey of SME executives’ perceptions of information security preparedness was conducted. Using PLS-SEM, the survey responses were used to test the proposed Information Security Preparedness Model. Findings The results indicate that as perceptions of security importance and external influences increase, SME executives’ awareness and commitment to information security also increases. In addition, as implementation challenges increase, awareness and commitment to information security decreases. Finally, as security importance and awareness and commitment to information security increases, executives’ perception of security preparedness also increases. Research limitations/implications Executive perceptions of information security were measured and not the actual level of security. Further research that examines the agreement between executive perceptions and the true state of information security within the organization is warranted. Originality/value Prior information security studies using Roger’s (1975, 1983) Protection Motivation Theory have produced mixed results. This paper develops and tests the Information Security Preparedness Model to more fully explain SME executive’s perceptions of information security.
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Okafor, Collins E., i Nacasius U. Ujah. "Executive compensation and corporate social responsibility: does a golden parachute matter?" International Journal of Managerial Finance 16, nr 5 (2.04.2020): 575–98. http://dx.doi.org/10.1108/ijmf-12-2018-0379.

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PurposeThis study examines the efficacy of compensation in encouraging corporate executives to promote corporate social responsibility (CSR). In particular, it closely examines the effect of a golden parachute (GP) on an executive's behavior toward CSR.Design/methodology/approachThis study uses longitudinal data on 1,301 US firms for the period from 1993 to 2013. The data comes from Compustat, MSCI ESG STATS, RiskMetrics and ExecuComp.FindingsWe find an inverse association between current and long-term compensations and GP on firms' CSR. However, a test on the moderating effect discloses that a GP and long-term compensation jointly and positively increase the firms' CSR performance. This increase supports the idea that executives with a GP seek to maximize their long-term wealth by approving CSR projects that add value. The results also show that female executives are more likely to promote CSR than their male counterparts, and older executives are less willing to engage in CSR projects.Practical implicationsAdding a GP contractual clause to the executive compensation package could encourage greater engagement in CSR projects. The CEO with a GP will ensure that the firm engages in only value-enhancing CSR projects; this should align the interest of the society (greater firm engagement in CSR) with the interest of the firm (value maximization).Originality/valueThis study contributes to the literature by examining the moderating effect of a GP on the association between CSR and executive compensation.
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Rozprawy doktorskie na temat "Executives"

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

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Over the past two decades there has been a remarkable expansion in the use of executive coaching as an executive development technique. The increasing prominence of executive coaching has been attributed to the emergence of new organisational cultures and the subtler competencies needed by executives in these faster moving organisations. The widespread popularity of executive coaching has been based largely on anecdotal feedback regarding its effectiveness. The small body of empirical research has been growing but conclusive outcomes are rare. The prominent question for those with the business imperative to implement executive coaching has been what are the ingredients of the process that engender an effective outcome? This investigation has focused on the factors of executive coaching that contribute to effectiveness. A qualitative methodology facilitated an in-depth study of the experiences of the participants of executive coaching with the perceptions of both executives and coaches being sought. Semi-structured interviews and a focus group provided rich, thick descriptions and together with a process of inductive analysis produced findings that confidently identify the key factors that contribute to coaching effectiveness. Six major themes were identified, each comprising a collection of meanings. These themes have been labelled Executive Engagement, Preliminary Assessment and Feedback, Coaching Process, Coach.s Contribution, Trusting Relationship and Support from the Organisation. One theme, Coaching Process, comprises three significant sub-themes, namely, Encouragement and Emotional Support, Challenge and Reflection and Enhancing Executive Performance. The findings of this study add value to the field by identifying factors contributing to coaching effectiveness, and providing for the coaching practitioner a basis for enhancing their practice of executive coaching to better meet the needs of executives and their organisations.
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Lin, Tzu-Feng Marlene. "Differences among executive development programs in countries grouped by geographical location and cultural characteristics /". free to MU campus, to others for purchase, 1999. http://wwwlib.umi.com/cr/mo/fullcit?p9953876.

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Smith, Daniel Bennett. "Mayoral and gubernatorial leadership a comparison of American chief executives /". Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1991. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1991.
Source: Masters Abstracts International, Volume: 45-06, page: 2961. Abstract precedes thesis as 4 preliminary leaves. Typescript. Includes bibliographical references (leaves 135-141).
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Chen, Jeff Yu-Jen. "Toward a multi-stakeholders partnership best-practice model for coaching interventions in customised executive education". Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97419.

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Thesis (MPhil)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: In this highly competitive market, organisations are placing a strong emphasis on leveraging its organisational learning (OL) activities to achieve a sustained advantage. Organisations are increasingly recognising the value of partnering with external education providers to implement customized executive education programmes that can address their unique business need. Coaching interventions are frequently incorporated in such learning initiatives to enhance the alignment of the learning and development practises with the organisational goals and to increase the level of learning transfer once the program has been completed. The best-practises of coaching interventions remain however several understudied. This study therefore investigated the importance of multi-stakeholder partnerships on the effectiveness of coaching interventions within a customised executive programme. Qualitative data was collected through a series of semi-structured interviews targeting coaches, organisational learning drivers and delegates to obtain multi-source feedback for enhanced validity of perceptions. The findings were subsequently subjected to thematic analysis resulting in the emergence of 7 core themes. The results emphasised the importance of aligning the interpretation of management, organisational learning drivers (OLDs), coaches and delegates regarding the goals of the organisation and the coaching initiative. A recurring theme across the datasets related to the importance of transparent, direct and open communication prior to the commencement of coaching. Furthermore, the advantages of group coaching highlighted in this study were supported by previous literature. Another important contribution of this study pertained to evaluating and sustaining the mental and behavioural shifts delegates experienced during the coaching interventions. This highlighted the importance of soliciting management support, eliciting informal accountability and post-coaching interventions. As a result of combining multi-stakeholder perceptions, the findings of this study may contribute towards developing a best-practice model for coaching interventions in customised executive education (CEE) programmes.
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Yeung, Wing-shun Vincent. "Managerial styles of Chinese managers in Hong Kong /". [Hong Kong : University of Hong Kong], 1986. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12325971.

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Marks, Danelle Miller. "A comparison of attitudes toward corporate advertising : corporate executives and advertising agency executives". Virtual Press, 1986. http://liblink.bsu.edu/uhtbin/catkey/474662.

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The purpose of this thesis was to examine the attitudes toward corporate advertising held by those individuals most closely associated with it: corporate and advertising agency executives. No previous research had been conducted in this particular area.An attitude scale was administered to eighty-two corporate and advertising agency executives, representing a sample from Fortune's one hundred largest corporations and the one hundred largest advertising agencies. A frequency distribution, factor analysis, and Q-study were conducted on the data collected.Findings showed the general attitude toward corporate advertising to be favorable. Two factors underlying respondent's attitudes were revealed and broadly identified as "positive value" and "negative value." Rather than viewing corporate advertising in specific terms, respondents' attitudes were factored on the basis of valence, or direction of the statements.The Q-analysis identified three types of attitude patterns existing among the respondents. Type I respondents represented large industrial manufacturers who believe corporate advertising is an effective tool for improving employee morale and recruiting new employees. Type II, consisting of advertising agencies involved in marketing to consumers, saw corporate advertising as a tool for increasing corporate awareness and creating unity among products. A conglomeration of industrial manufacturers, consumer goods manufacturers, and advertising agencies, Type III viewed corporate advertising as an effective part of a total plan, though not capable of achieving tangible objectives by itself. Type and size of firm were the only demographics which could be significantly related to the attitude patterns.These findings indicate that although differences can be found in the management function provided by corporate advertising, respondents hold similar favorable attitudes toward corporate advertising.
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Mackey, Alison. "Dynamics in executive labor markets CEO effects, executive-firm matching, and rent sharing /". Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1148305593.

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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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McAdam, Neil James, i mikewood@deakin edu au. "Evolving concepts of leadership and influence in 21st century networking organisations". Deakin University. Bowater School of Management and Marketing, 2002. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20060706.095346.

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Cano, Giner Josep Lluís. "What groups of factors do senior executives believe affect their use of executive information systems?" Doctoral thesis, Universitat Politècnica de Catalunya, 2013. http://hdl.handle.net/10803/116926.

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In a highly competitive and turbulent environment, executives need more efficient ways to analyze their companies, markets and competitors. The aim is to help their organizations become more competitive and, as a result, survive the changes taking place around them. Executive Information Systems (EIS) can help executives access the internal and external data they need to be able to make the right decisions and achieve their organizations' objectives. We need to know the factors what senior executives believe affect their use of executive information systems because EIS, like any other software, are designed to be used directly by users, in this case, senior executives. The objective of this thesis is to uncover which factors senior executives feel affect their use of EIS, compare the factors they propose to those mentioned in other studies to determine their importance, and group the factors which affect or may affect senior executives. The methodology proposed to group these factors together is Concept Mapping. The structure of this thesis is divided into five main sections after the introduction and the discussion on motivations: the conceptual framework, research methodology, analysis and findings, reflection and discussion, references, and annexes. In the conceptual framework section I define senior executives, EIS and Technology Acceptance Model. The first research question was: Is additional qualitative research needed to find more valuable information about the factors? I can confirm that more qualitative research is necessary to uncover more valuable information about the factors (as presented in section 5.i. above). I extracted 15 factors from the initial interviews and 79 factors from the literature review. However, senior executives rated the 15 initial factors taken from interviews higher than the rest of factors. The second research question was: What groups of factors do senior executives believe affect their use of executive information systems? Examining the results of the survey with MDS and cluster analysis, I have presented twelve groups of factors in section 5.ii. The third research question was: How important are these groups of factors for senior executives? I detail the list of clusters ordered by their average ranking in terms of importance and the average score received. The main scientific contribution of this thesis is having completed one small part of research on one of the most tested and studied theories in IT: TAM. This thesis demonstrates the importance that qualitative research has in terms of studying one type of IT and one type of user before carrying out quantitative research. The main methodological contribution is that it is not easy to do research with senior executives, but, as this thesis shows, the Concept Mapping methodology can help facilitate this process. There are other scientific and methodological contributions detailed in the thesis. This is, I believe, my modest contribution to offering senior executives EIS projects which understand them and their needs more and better while also providing researchers new opportunities for research and I would encourage other researchers to study the importance of previous qualitative studies applied to other kinds of users and systems. Another opportunity for research is to use concept maps to develop implementation projects and compare the success of those projects with other projects which didn't use the concept map as a tool to define the project itself
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Książki na temat "Executives"

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

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

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

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Helen, Barrett, i Executive Grapevine International, red. Executive moves: Where do executives job search?. Wyd. 2. Borehamwood: Executive Grapevine International, 1995.

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

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Le, Thụ. 100 tình huó̂ng của giám đó̂c. Hà Nội: Thó̂ng kê, 1994.

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1951-, Sumēt Sǣngnimnūan, red. Khō̜khit nakbō̜rihān čhāk prasopkān nakpokkhrō̜ng. Krung Thēp: Samnakphim Lōkaphiwat, 1995.

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

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

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Semikov, V. L. Menedzher: Sovety i rekomendat͡s︡ii. Moskva: Vuzovskai͡a︡ kniga, 1998.

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Części książek na temat "Executives"

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Hague, Rod, Martin Harrop i John McCormick. "Executives". W Comparative Government and Politics, 145–61. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-52838-4_9.

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Zanders, Edward D. "Recruitment Executives". W The Science and Business of Drug Discovery, 373–76. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57814-5_19.

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Zanders, Edward D. "Recruitment Executives". W The Science and Business of Drug Discovery, 359–62. Boston, MA: Springer US, 2011. http://dx.doi.org/10.1007/978-1-4419-9902-3_19.

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Ladrech, Robert. "National Executives". W Europeanization and National Politics, 44–70. London: Macmillan Education UK, 2010. http://dx.doi.org/10.1007/978-1-137-06814-9_3.

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Rhodes, R. A. W., i John Wanna. "The Executives". W The Australian Study of Politics, 119–30. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230296848_9.

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Gutterman, Alan S. "Sustainability Executives". W Managing Sustainability, 61–72. New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003055440-6.

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Laffan, Brigid. "Core Executives". W Europeanization, 128–40. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230584525_10.

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Ghazi-Tehrani, Adam, Bryan Burton i Henry Pontell. "Deviant Executives". W Routledge Handbook on Deviance, 445–56. 1 Edition. | New York : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315648057-48.

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Heywood, Andrew. "Political Executives". W Politics, 315–37. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-25543-6_16.

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McCulloch, Allison. "Consociational Executives". W Defensive Federalism, 22–45. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003296065-2.

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Streszczenia konferencji na temat "Executives"

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Plutchak, T. Scott, Younsuk Chi i Kent Anderson. "Executives' Roundtable". W Charleston Conference, redaktor Deb Thomas. Against the Grain Press, 2012. http://dx.doi.org/10.5703/1288284314810.

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Celaya, Leandra Yvonne, Daniel K. Mueller i Samuel Robert Hernandez. "Developing Healthcare Leaders, Fostering Collaboration, and Facilitating Transformation in the Kingdom of Saudi Arabia: Practice-Based Synthesis Projects in a Global Executive Graduate Program". W Fourth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2018. http://dx.doi.org/10.4995/head18.2018.8058.

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At the 2015 International Hospital Federation (IHF) World Congress in Chicago, Illinois, USA, the Global Consortium for Healthcare Management Professionalization presented a call to action to professionalize the field of healthcare management. Governments and organizations that seek to realize the benefits of professional healthcare managers may meet this challenge by providing educational opportunities to established executives who are positioned to lead and ultimately mentor future managers. This paper introduces a case example of an executive graduate program in health administration, delivered by a university in the United States in partnership with the Ministry of Health in Saudi Arabia, with the aim of developing Saudi healthcare professionals as healthcare leaders. We share challenges, experiences and insights related to adapting a US curriculum for the Saudi working executives during a time of transformation in the Kingdom. We also provide a detailed description of the Executive Management Study, an applied synthesis activity required for all executive learners in the program. Results of an alumni survey are incorporated to demonstrate graduates’ perceptions of the effectiveness of the learning experience.
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Mengli, Wei, i Zhu Yongming. "Executive Shareholding and Ambidextrous Innovation—the Moderating Effects of Executive Education and Executives Term". W 2020 5th International Conference on Humanities Science and Society Development (ICHSSD 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200727.131.

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

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Firms navigating the constantly changing business environment demand a supply of executives who can create and execute new business models, achieve financial targets, strengthen corporate ethical reputation, and transform the organization in pursuit of corporate sustainability. This paper aims to leverage human resources (HR) analytics to explore how high-potential managers navigate different developmental paths to reach the C-suite and how and why different developmental paths influence their turnover after becoming an executive. Combining job analysis and competency assessment with sequence analysis, we applied HR analytics on 53 general managers’ work experience spanning 57 years (n = 2,742), with roles, job requirements, and 20 executive competencies over 1,000 positions. Our findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, we identify that a more complex developmental path tends to reinforce executives’ competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover. Applying HR analytics with empirical data embedded in job and organizational contexts, this study reveals the importance of timing and complexity of work experience in executive development. It also offers insights for firms to leverage HR analytics to optimize their leadership pipeline and reduce executive turnover along with business model innovation.
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Christopher, R. "Are Executives Worth It?" W Annual Technical Meeting. Petroleum Society of Canada, 1996. http://dx.doi.org/10.2118/96-12.

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Headrick, William J. "Multiple Test Executives in ATE". W 2015 IEEE AUTOTESTCON. IEEE, 2015. http://dx.doi.org/10.1109/autest.2015.7356472.

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Shcherbakova, Olga I. "Business executives stress resistance assessment". W The Herzen University Conference on Psychology in Education. Herzen State Pedagogical University of Russia, 2019. http://dx.doi.org/10.33910/herzenpsyconf-2019-2-72.

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Atkins, M. H., i R. D. Galliers. "Human resource development for IS executives". W the 1992 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1992. http://dx.doi.org/10.1145/144001.144046.

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Drissel, William E. "Common sense and real time executives". W the second and third annual workshops. New York, New York, USA: ACM Press, 1991. http://dx.doi.org/10.1145/259965.259978.

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Chan, Chia-Ying, i Kuo-An Li. "Why do executives commit financial fraud? An explanation of executive perquisite and corporate governance implications". W Annual International Conferences on Accounting and Finance. Global Science & Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1997_af84.

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Raporty organizacyjne na temat "Executives"

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Clark, Rolf. Systems Concepts for Executives. Fort Belvoir, VA: Defense Technical Information Center, sierpień 1998. http://dx.doi.org/10.21236/ada385890.

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Lindsey, Esther, Virginia Homes i Morgan McCall. Key events in executives’ lives. Center for Creative Leadership, październik 1987. http://dx.doi.org/10.35613/ccl.1987.1089.

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McCall, Morgan. Developing executives through work experiences. Center for Creative Leadership, 1988. http://dx.doi.org/10.35613/ccl.1988.1090.

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Kofodimos, Joan. Why executives lose their balance. Center for Creative Leadership, sierpień 1989. http://dx.doi.org/10.35613/ccl.1989.1095.

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Hall, Brian, i Kevin Murphy. Stock Options for Undiversified Executives. Cambridge, MA: National Bureau of Economic Research, grudzień 2000. http://dx.doi.org/10.3386/w8052.

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Schuster, Christian. When the Victor Cannot Claim the Spoils: Institutional Incentives for Professionalizing Patronage States. Inter-American Development Bank, kwiecień 2016. http://dx.doi.org/10.18235/0011729.

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Merit-based selection of bureaucrats is central to state capacity building, yet rare in developing countries. Most executives instead favor patronage -political discretion- in public employment. This paper proposes and tests an original theory to explain when executives forsake patronage for merit. The theory exploits exogenous variation in the institutional design of patronage states. In some, constitutions and budget laws monopolize patronage powers in the executive; in others, patronage benefits accrue to the legislature and public employees. When institutions fragment patronage powers and challengers control other government branches, merit becomes more incentive-compatible: it enables executives to deprive challengers of patronage while enhancing public goods provision to court electoral support. Drawing on 130 face-to-face elite interviews, a comparison of reforms in Paraguay, the Dominican Republic and the United States validates the theory. How patronage states are institutionally designed thus shapes their reform prospects: fragmented control over bad government can incentivize good government reforms.
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Bowen, Pauline, Elizabeth Chew i Joan Hash. Information security guide for government executives. Gaithersburg, MD: National Institute of Standards and Technology, 2007. http://dx.doi.org/10.6028/nist.ir.7359.

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Davis, Lucas, i Catherine Hausman. Are Energy Executives Rewarded For Luck? Cambridge, MA: National Bureau of Economic Research, grudzień 2018. http://dx.doi.org/10.3386/w25391.

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Rosen, Sherwin. Contracts and the Market for Executives. Cambridge, MA: National Bureau of Economic Research, grudzień 1990. http://dx.doi.org/10.3386/w3542.

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Keller, Wolfgang, Teresa Molina i William Olney. The Gender Gap Among Top Business Executives. Cambridge, MA: National Bureau of Economic Research, grudzień 2020. http://dx.doi.org/10.3386/w28216.

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