Статті в журналах: "CEO Education"

1

Magdalena, Renna, and Yanuar Dananjaya. "CEO Capability and CEO Arrogance." International Journal of Scientific Research and Management 9, no. 07 (July 26, 2021): 2319–28. http://dx.doi.org/10.18535/ijsrm/v9i07.em06.

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This study aims to see the effect of the CEO Capabilities and CEO Arrogance to fraudulent financial statements indication. The study used a sample of all manufacturing companies from 2017 to 2019. In accordance with the sample selection, there are 162 manufacturing companies that meet the sample criteria. In this study using multiple linear regression test. This study uses secondary data for the 2017-2019 annual report. Based on the results that have been tested, CEO capability as a respected party (CEO Age), CEO capability as the person who knows the most about the company (CEO Tenure) and CEO arrogance as a person who has political connections (CEO Political Connection) have an influence on the indication of fraudulent financial statements. Furthermore, the hypothesis of CEO Capability in Accounting/finance knowledge (CEO Education), CEO arrogance in the form of narcissism (CEO PIC) and CEO arrogance as company founder (Founder CEO) have no influence on indications of fraudulent financial statements.

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2

Erlim, Kevin Wiyarta, and Rita Juliana. "Pengaruh Tingkat Edukasi dan Spesialisasi Pendidikan CEO terhadap Performa Perusahaan di Indonesia." Jurnal Manajemen Maranatha 16, no. 2 (May 11, 2017): 177. http://dx.doi.org/10.28932/jmm.v16i2.388.

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Using sample of non financial Indonesia public licted firms over the period from 2005-2014, we analyze the impact of CEO education level education specialization on firm performance. Globalization has a lot of impact on professionals’ careers and thus it will affect the qualification that a CEO needed. We believe that education level and CEO education specialization will affect the managerial decision making process and their strategy. This study is using panel data with fixed effect model methodology. We also did classic assumption test such as autocorrelation test, heteroscedasticity test and cross-sectional dependence test. Our analysis results that CEO education level does have impact on firm performance, and should be considered as an important aspect of a CEO. Keywords: CEO Education Level; CEO Education Specialization; Fixed Effect Model; Firm Performance; TobinsQ

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3

Amore, Mario Daniele, Morten Bennedsen, Birthe Larsen, and Philip Rosenbaum. "CEO education and corporate environmental footprint." Journal of Environmental Economics and Management 94 (March 2019): 254–73. http://dx.doi.org/10.1016/j.jeem.2019.02.001.

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4

Agustina, Lidya, and Yvonne Augustine Sudibyo. "Does financial performance moderate the effect of CEO characteristics and stakeholder influence on corporate social responsibility in Indonesia?" Technium Business and Management 2, no. 1 (February 25, 2022): 13–29. http://dx.doi.org/10.47577/business.v2i1.5995.

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This study aims to examine the effect of CEO characteristics and stakeholder involvement on CSR disclosure quality, with firm performance as a moderating variable. This study was conducted with the assumption that the analysis of human factors (in this case management) is often forgotten when analyzing CSR reporting. Thus, the upper echelon theory is used as the basis in this study. This study also provides a different measurement of CEO education, where CEO education is not only seen from the background of economic and business education, but also seen from the CSR certification followed by the CEO. The study's findings, based on data from Kompas-100 firms listed on the Indonesia Stock Exchange from 2018 to 2019, show that CEO tenure, CEO education, and stakeholder involvement all have a significant positive influence on CSR disclosure quality. However, CEO compensation has no effect on CSR disclosure quality. Furthermore, the firm's financial performance was proven to moderate the positive influence between CEO tenure and CEO education on the quality of the firm's CSR disclosure, but failed to moderate the effect of CEO compensation and stakeholder involvement on the quality of the firm's CSR disclosure.

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5

Wang, Changrong, Lufeng Gou, and Xuemei Li. "Is Education Beneficial to Environmentally Friendly Behaviors? Evidence from CEOs." International Journal of Environmental Research and Public Health 19, no. 18 (September 10, 2022): 11391. http://dx.doi.org/10.3390/ijerph191811391.

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Corporate environmental investment decisions play a crucial role in the protection of the public environment. As the decision-maker and executor, the environmental consciousness and social responsibility of the chief executive officer (CEO) has a long-term impact on the company’s environmental protection strategy, and the CEO’s level of education is a significant factor influencing the CEO’s environmental protection decisions. In this paper, we investigate the extent to which CEO education influences environmental protection investment decisions. A CEO education index is constructed as a proxy for CEO education based on the CEO’s educational background, using a panel sample of Chinese listed firms from 2010 to 2019 and providing robust evidence supporting the notioin that firms with highly educated CEOs are likely to engage in environmental protection spending activities. However, the positive relationship between CEO education and corporate environmental protection investment is reduced when the CEO also holds the position of chairman. The heterogeneity analysis shows that the positive relationship between CEO education and corporate environmental investment behavior is stronger in non-manufacturing and highly monopolistic market competitive industries. Our study contributes to the sustainability literature by providing a new impetus for corporate environmental activities from the perspective of CEO education and sheds light on the impact of the internal and external factors of firms on the investment in environmental protection. It may also help decision makers to decide whether to hire highly educated CEOs and use a dual structure of CEOs in markets with different levels of competition.

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6

Putra, Adhitya. "THE EFFECT OF CEO CHARACTERISTICS ON PRE-EARNINGS MANAGEMENT PROFITABILITY." Jurnal Akuntansi dan Keuangan Indonesia 18, no. 2 (December 31, 2021): 116–47. http://dx.doi.org/10.21002/jaki.2021.07.

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This research aims to examine the effect of CEO characteristics on pre-earnings management profitability. CEO characteristics include gender, tenure, age, education level, founding-family status, and nationality. Pre-earnings management profitability is measured by return on assets minus discretionary accruals. Data analysis uses firm and year fixed-effect regression analysis. The result shows that female CEO, longer tenure CEO, CEO with higher education levels, and foreign CEO increase firms' profitability without engaging in earnings management. On the other hand, there is no effect of CEO age and founding-family status on pre-earnings management profitability. This research contributes to filling the gap of inconsistent previous findings of CEO characteristics and profitability by considering earnings management behavior.

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7

Hermans, Jeanine. "High Potentials: A CEO Perspective." Journal of Studies in International Education 11, no. 3-4 (September 2007): 510–21. http://dx.doi.org/10.1177/1028315307304187.

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8

Sumunar, Kurnia Indah, Luluul Jannah, and Darlin Aulia. "CEO overconfidence, tax avoidance, and education foundation." Jurnal Akuntansi & Auditing Indonesia 23, no. 2 (December 1, 2019): 99–105. http://dx.doi.org/10.20885/jaai.vol23.iss2.art4.

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9

Setiawan, Rahmat, and Lila Gestanti. "CEO Education, Financial Decision and Firm Performance." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 11, no. 3 (December 10, 2018): 193. http://dx.doi.org/10.20473/jmtt.v11i3.10133.

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Many previous studies have shown that the number of CEOs holds MBA is still low and less dominating. We analyze the effect of CEOs with MBA degree on funding decision, investment decision and firm performance. Using 38 manufacturing companies that listed on Indonesia stock exchange during 2010-2017 analyzed with multiple linear regression. We find that CEOs with MBA degree significantly have lower interest-bearing debt, higher capital expenditure and higher return on asset than companies with non-MBA CEOs. These research results provide information to shareholders and management of manufacturing companies to consider and provide equal opportunities to hire MM-MBA CEOs.

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10

Ibrahim, Haslindar, Abdul Hadi Zulkafli, and Gul Jabeen. "Board Education, Growth and Performance of Family CEO Listed Firms in Malaysia." International Journal of Banking and Finance 15 (July 31, 2020): 25–46. http://dx.doi.org/10.32890/ijbf.15.2.2020.7438.

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This paper examines the relationship between board education, board size, growth, ownership and firm performance of family CEO and nonfamily CEO listed firms in Malaysia. A sample of 37 firms and data were collected over a period of five years from 2012 to 2016. The 37 samples of family firms were subdivided into family CEO (21), and non-family CEO (16) firms. The independent variables were board education as measured by the proportion of board degrees (BDEG) and the proportion of board professional qualifications (BPRO), board size (BSIZE), growth, and ownership. Meanwhile, firm performance was measured by using return on equity (ROE) and return on assets (ROA). The findings showed that there was a significant difference between family CEO and non-family CEO firms at a five percent level for board professional qualifications confirming that altruism and nepotism were observed among family members which supported the argument of characteristics of nepotism such as granting jobs to family members regardless of merit. In addition, this study also found board professional qualifications as significant but negatively related to external firm performance in family CEO firms. This showed that board education has not really been emphasized among board members. Besides, growth has significant influence on family firm performance which is evidently reflected in their contribution to the country’s GDP.

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11

Tanjaya, Felix Leonardo, and Eko Budi Santoso. "ASOSIASI KARAKTERISTIK CEO TERHADAP POTENSI KESULITAN KEUANGAN PERUSAHAAN." MEDIA AKUNTANSI DAN PERPAJAKAN INDONESIA 1, no. 2 (March 4, 2020): 153–68. http://dx.doi.org/10.37715/mapi.v1i2.1407.

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This study aims to determine the effect of CEO characteristics interms of facial masculinity, education, and experience to potential of financialdistress. Facial masculinity was measured using dummy variables consistingof masculinity and feminism. Education was measured using dummyvariables of educational level; meanwhile, experience was measured usingdummy variables from CEO work experience. This research used quantitativewith secondary data types taken from annual reports of non-financialcompanies that are listed on Indonesia Stock Exchange. The sampling methodused purposive sampling with the observation period of 2016–2018 andobtained a total sample of 259 samples. The method data analysis usedmultiple linear regression analysis. The result showed that: (1) CEO facemasculinity did not affect financial distress, (2) CEO education did notaffect financial distress, (3) CEO experience positively influenced financialdistress. The results showed the fact that CEO experience is an importantfactor that could improved company performance for avoiding financialdistress potential.

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12

Preicilia, Claudia, Ickhsanto Wahyudi, and Anita Preicilia. "Analisa kecurangan laporan keuangan dengan perspektif teori Fraud Hexagon." Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan 5, no. 3 (October 25, 2022): 1467–79. http://dx.doi.org/10.32670/fairvalue.v5i3.2476.

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The purpose of this study was to determine whether financial stability, whistleblowing system, audit opinion, director turnover, CEO education, and CEO duality had an effect on the occurrence of fraudulent financial reporting. The method uses a research design that is causal-comparative. The sampling technique used purposive sampling with a sample of 62 secondary data in the form of annual financial reports and other financial data. The results of research and descriptive statistical tests using the Beneish M-Score show that financial stability, violation reporting system, audit opinion, director turnover, CEO education, and CEO duality simultaneously have a significant effect on the prediction of fraudulent financial reporting. Partially from the independent variable test, the results show that the variable of director turnover and CEO education has a significant effect on the prediction of fraudulent financial reporting with a p-value of Sig 0.002 for director turnover and a p-value of Sig 0.042 for CEO education with a probability value of less than Sig. 0.05. While other research variables, namely financial stability, whistleblowing system, audit opinion, and CEO duality have no effect on the prediction of fraudulent financial reporting or the Sig value is greater than 0.05.

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13

Prince, Melvin, James Forr, Jim Wardlaw, and Joseph Plummer. "CEO Archetype Identity Drives Organization Culture." Journal of Leadership Studies 13, no. 3 (July 29, 2019): 62–67. http://dx.doi.org/10.1002/jls.21642.

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14

Sanford Jr, Douglas, Yong-Yeon Ji, and Won-Yong Oh. "Poison pills and CEOs: The résumé matters." Corporate Board role duties and composition 8, no. 2 (2012): 24–43. http://dx.doi.org/10.22495/cbv8i2art3.

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Previous research has linked poison pill to corporate governance characteristics such as ownership structure and board composition while overlooking the attributes of top managers involved in poison pill decision. Based on upper echelons perspective, we changed the focus by investigating the effect of CEO characteristics on poison pills, as measured by age, business education, and outside directorships. Using a sample of Fortune 500 manufacturing firms, we found that CEO business education is positively associated with poison pills, while CEOs’ outside directorships are negatively associated with poison pills. Furthermore, we found that CEO duality moderates the relationship between CEO business education and poison pills. We make implications for both corporate governance research and managerial practices regarding firms’ anti-takeover provisions

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15

King, Timothy, Abhishek Srivastav, and Jonathan Williams. "What's in an education? Implications of CEO education for bank performance." Journal of Corporate Finance 37 (April 2016): 287–308. http://dx.doi.org/10.1016/j.jcorpfin.2016.01.003.

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16

Gitsham, Matthew. "CEO perspectives: management education in a changing context." Corporate Governance: The international journal of business in society 11, no. 4 (August 9, 2011): 501–12. http://dx.doi.org/10.1108/14720701111159316.

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17

Gerber, Carl J. "A Physician CEO Looks at Clinical Pastoral Education." Southern Medical Journal 99, no. 6 (June 2006): 641–42. http://dx.doi.org/10.1097/01.smj.0000222016.98690.ac.

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18

ALTUWAIJRI, Basmah Maziad, and Lakshmi KALYANARAMAN. "CEO Education-Performance Relationship: Evidence from Saudi Arabia." Journal of Asian Finance, Economics and Business 7, no. 8 (August 31, 2020): 259–68. http://dx.doi.org/10.13106/jafeb.2020.vol7.no8.259.

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19

Miller, Danny, and Xiaowei Xu. "CEO long-term orientation and elite university education." Strategic Organization 18, no. 4 (April 12, 2019): 520–46. http://dx.doi.org/10.1177/1476127019840765.

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Scholars have advocated the importance of a long-term orientation to the sustainable management of organizations, but few have examined its sources. We develop more fully the concept of long-term orientation, and from the perspective of upper echelons theory, argue and demonstrate that a CEO’s human capital and motivation, as signaled by graduation from a top-ranked university, relates positively to three aspects reflecting long-term orientation. These include strategy in the form of profit reinvestment, R&D expenditure, and honest reporting of earnings; greater exclusive personal commitments of CEO time and finances to the firm; and stewardship of stakeholders such as employees and the community. Our findings are derived from a study of the BoardEx database of 1459 CEOs of US corporations from 2003 to 2013, and are robust to endogeneity concerns and to more inclusive rosters of elite universities.

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20

Rahmat Setiawan and Lila Gestanti. "CEO Characteristics, Firm Policy, and Firm Performance." International Journal of Business and Society 23, no. 1 (March 31, 2022): 371–89. http://dx.doi.org/10.33736/ijbs.4620.2022.

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This research aims to investigate the effect of CEO characteristics (female gender, education, and age) on the financing policy (interest-bearing debt to total assets), investing policy (capital expenditure), and firm performance (return on assets) when it is controlled by firm size and firm age. Our research uses the data of the manufacturing companies listed on the Indonesia Stock Exchange (IDX) in the period 2010 - 2017. The results of our research show that female CEOs have a significant negative effect on financing policy. This has a significant positive effect on firm performance, but no significant effect on investing policy. We also found that CEO education negatively and significantly affects financing policy, but positively and significantly affects investing policy and performance. Meanwhile, CEO age has a significant negative influence on financing policy but no significant influence on investing policy and performance. Our research results support behavioral finance theory by providing empirical evidence that CEO behavioral aspects are correlated with the female gender, education, and age in terms of significantly affecting firm policies and performance. The implication of this research is that investors should know the CEO characteristics of the companies in which they invest their money because the CEO characteristics can be used as references to predict performance and CEO policy decision-making.

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21

Sudana, I. Made, and Elka Dwiputri. "Karakteristik CEO Dan Kinerja Perusahaan Non-Keuangan Yang Teraftar Di Bursa Efek Indonesia." Jurnal Manajemen dan Bisnis Indonesia 5, no. 3 (June 1, 2018): 299–314. http://dx.doi.org/10.31843/jmbi.v5i3.169.

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The purpose from this research is to test the effect from CEO characteristics towards firm performance. CEO characteristics was proxied with founder CEO, ownership, tenure, and education. Firm performance was proxied with Tobin’s Q. The sample from this research are every non-financial firm that have been listed in Indonesian Stock Exchange from 2010 – 2015 period. The method from this research is purposive sampling with analysis technique model multiple linier regression. The result from this research showed that founder CEO, CEO ownership, CEO tenure have a positive significant effect towards firm’s performance or Tobin’s Q. Keywords : CEO Characteristics, Firm Performance

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22

Conibear, Helena. "Advice on tackling cannabis education." British Journal of Child Health 3, no. 5 (October 2, 2022): 253–54. http://dx.doi.org/10.12968/chhe.2022.3.5.253.

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Use of cannabis among teenagers is on the rise and charity the Alcohol Education Trust has responded with new workshops for schools. CEO Helena Conibear offers some tips on tackling cannabis education

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23

Hurley, Dene, and Amod Choudhary. "Factors influencing attainment of CEO position for women." Gender in Management: An International Journal 31, no. 4 (June 6, 2016): 250–65. http://dx.doi.org/10.1108/gm-01-2016-0004.

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Purpose This paper aims to determine possible differences in causes or characteristics between men and women in attaining the CEO position in large publicly listed companies in the USA. Design/methodology/approach T-test statistic, correlation analyses and logit model were used to determine the role individual factors (tenure in management roles, age of CEOs, number of children, years of education) and the firm-level factor (number of employees, net income) play in determining the likelihood of having a female CEO. Findings The research results show that years of education, the number of children and the number of employees in the business play significant roles in determining the likelihood of having a female CEO. An increase in the number of children and years spent in education lower the probability of the CEO being a woman, while having greater number of employees raises the likelihood of having a woman CEO. Research limitations/implications The findings are applicable to only the largest publicly traded firms in the USA and are not applicable to mid to small publicly listed, private or non-for-profit companies or institutions. This research is a starting point for future research of women and men CEOs of small and mid-size publicly traded and non-publicly traded firms in the USA. Originality/value Prior research has shown that having children is detrimental for women in management positions; this research specifically identifies this problem for the CEO position. It also reveals that having more of education does not translate to getting to the CEO position for women.

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24

Apriaseli, Thalia Nur, and Suwarno Suwarno. "Pengaruh Karakteristik Dewan Direksi Terhadap Pengambilan Risiko Dengan Direktur Independen Sebagai Variabel Moderasi." Journal of Culture Accounting and Auditing 1, no. 2 (December 13, 2022): 44. http://dx.doi.org/10.30587/jcaa.v1i2.4340.

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This study aims to examine the effect of board directors characteristics on risk taking with independen directors as moderating variable. The population used is Trade, Service, and Investment for period 2018-2020. The data analysis technique used Moderate Regression Analysis. Sampling using purposive sampling method and obtained as many as 37 companies. Based on the research results gender diversity has no effect on risk taking, CEO tenure has positive effect on risk taking, and CEO education has no effect on risk taking. Based on research independent directors as moderate variable has moderate effect gender diversity on risk taking, independent directors has moderate effect CEO tenure on risk taking, and independen directors cannot moderate effect CEO education on risk taking.

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25

Mulligan, Karen, Seema Choksy, Catherine Ishitani, and John A. Romley. "New Evidence on the Compensation of Chief Executive Officers at Nonprofit U.S. Hospitals." Medical Care Research and Review 77, no. 5 (May 22, 2019): 498–506. http://dx.doi.org/10.1177/1077558719849356.

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Chief executive officer (CEO) compensation is highly scrutinized, with nonprofit organizations often receiving additional attention due to their tax-exempt status. Understanding hospital CEO compensation is of increasing importance as health care costs remain high and strong leadership is required to implement new health policies. This study documents CEO compensation at nonprofit hospitals in the United States for 2010 and 2015. We compare hospital CEO compensation with CEO compensation in other institution types, including nonhospital health care. We also explore changes in hospital CEO compensation over time and differences across states. We find CEOs at hospitals earn substantially less than CEOs of publicly traded companies though more than presidents of nonprofit institutions of higher education. Additionally, we find that the relationship between CEO compensation and hospital size was weaker in 2015 than in 2010, and substantial variation in CEO compensation exists across states.

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Gilley, K. Matthew, Roger Mayer, Bruce Walters, Gregory Dess, and Bradley Olson. "CEO Trustworthiness: Its Antecedents and Effects on Corporate Governance." Journal of Business Strategies 40, no. 1 (December 16, 2022): 1–20. http://dx.doi.org/10.54155/jbs.40.1.1-20.

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We develop an integrated set of propositions describing the relationships among CEO characteristics, the perceived trustworthiness of the CEO, and the board of directors’ decisions concerning the governance structure of the firm. In particular, we propose that CEO education, tenure, experience, board memberships and founder status affect the board’s perception of the CEO’s ability, benevolence, and integrity (the three key trustworthiness dimensions), and that these trustworthiness perceptions then affect the board’s choice of governance mechanisms with regard to CEO compensation mix, CEO/board chair duality, board size, and outsider representation on the board. Our theoretical development suggests that agency theory’s difficulties in explaining corporate governance may be the result of researchers’ failure to incorporate CEO trustworthiness into their models.

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Sarfraz, Muddassar, Wang Qun, Syed Shah, and Zeeshan Fareed. "Do Hierarchical Jumps in CEO Succession Invigorate Innovation? Evidence from Chinese Economy." Sustainability 11, no. 7 (April 4, 2019): 2017. http://dx.doi.org/10.3390/su11072017.

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The objective of this study is to analyze Chief executive officer (CEO) succession via hierarchical jumps in Chinese listed firms which orientate towards innovative activity. Good corporate governance is a vehicle to attain the competitive advantage which ultimately makes the organizational sustainability undeterred. The current study will test not only low hierarchical jumps but also medium hierarchical jumps in CEO succession. The study will identify the relationship between specific attributes like education, age and the duality of CEO successors via hierarchical jumps with innovation. We have analysed the data of Chinese listed firms on Shenzhen and Shanghai stock exchanges for the years 2012–2016. Significantly, it has been observed that CEO successors via hierarchical jumps orientate towards innovative activity amongst Chinese listed firms. Conclusively, empirical results have unveiled that hierarchical CEO succession escalates the firms’ innovation. It has also been contemplated that not only the low hierarchical jumps but also medium hierarchical jumps in CEO succession invigorate the organizational innovation. Mature firms with a substantial return on assets or earning per share and having less loan burden concentrate on innovative activity decisively. It has been demonstrated that specific attributes like education, age and the duality of hierarchical CEO successors have no relationship with innovation. The study results are robust via confirmation of 2SLS instrumental regression.

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Boubaker, Sabri, Ephraim Clark, and Salma Mefteh-Wali. "Does the CEO elite education affect firm hedging policies?" Quarterly Review of Economics and Finance 77 (August 2020): 340–54. http://dx.doi.org/10.1016/j.qref.2019.11.004.

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Nguyen, Hai Long, and Pengda Fan. "CEO Education and Firm Performance: Evidence from Corporate Universities." Administrative Sciences 12, no. 4 (October 27, 2022): 145. http://dx.doi.org/10.3390/admsci12040145.

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Corporate universities are increasingly being established in response to corporate dissatisfaction with the knowledge provided by traditional universities. While some argue that they may pose the greatest threat to traditional universities, others propose that corporate universities might provide better undergraduate-level education than traditional universities. To this end, this research tries to answer the following research question: can integrating corporation education into traditional universities provide better educational outcomes? Using a sample of 40,563 firm-year observations from 2001 to 2019 and exploiting the unique setting of Japanese corporate universities, the authors find that the CEOs who are graduates of corporate universities significantly underperform compared to their counterparts graduating from traditional universities. The results are robust under various alternative estimations, such as general method of moments (GMM) IV regressions and propensity score matching. Overall, the results indicate that integrating corporation needs into traditional higher education will lead to lower individual productivity.

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30

Santovec, Mary Lou. "Nonprofit CEO Works to Erase Inequity through Supplemental Education." Women in Higher Education 30, no. 1 (December 29, 2020): 10–15. http://dx.doi.org/10.1002/whe.20941.

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31

Silvina, Silvina, Robin Robin, and Wisnu Yuwono. "The impact on firm performance: evidence from CEO education." INOVASI 18, no. 1 (March 1, 2022): 176–84. http://dx.doi.org/10.30872/jinv.v18i1.10477.

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Elsharkawy, Mohamed, Audrey S. Paterson, and Mohamed Sherif. "Now you see me: diversity, CEO education, and bank performance in the UK." Investment Management and Financial Innovations 15, no. 1 (March 16, 2018): 277–91. http://dx.doi.org/10.21511/imfi.15(1).2018.23.

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This paper investigates the impact of board diversity and CEO educational background on bank performance. Based on a sample of 54 UK publicly listed banks over the period 2005–2015, we examine the relationship of both static and dynamic modelling frameworks, which controls for individual specific effects and potential sources of endogeneity. The study reports a positive but insignificant relationship between CEO education and bank performance, and a positive significant association between gender diversity and bank performance. It further denotes a negative and significant impact of nationality diversity on bank performance. Our findings provide empirical support for the significance of the association between board diversity and firm performance. Our study also provides support for theories concerned with how corporate governance differs in financial institutions.

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Naseem, Muhammad Akram, Jun Lin, Ramiz ur Rehman, Muhammad Ishfaq Ahmad, and Rizwan Ali. "Does capital structure mediate the link between CEO characteristics and firm performance?" Management Decision 58, no. 1 (January 13, 2020): 164–81. http://dx.doi.org/10.1108/md-05-2018-0594.

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Purpose The purpose of this paper is to empirically capture the impact of a chief executive officer’s (CEO) personal and organizational characteristics on firm performance in the context of a developing country and to explore whether capital structure mediates the relationship between CEO characteristics and firm performance. Design/methodology/approach In order to test the hypothesized model, CEO duality, tenure and personal characteristics (age, gender and education) were taken as explanatory variables to study their impact on firm performance. Data were collected from 179 Pakistani companies from 2009–2015. The collected data were processed via panel data regression analysis under fixed effect assumptions. Findings Results show that CEO duality has a negative impact on firm performance and that a CEO with a dual role is more inclined toward debt financing. Moreover, a CEO with a longer tenure tends to be opportunistic and prioritize his/her personal interest while making strategic financial decisions, thus creating agency costs for the firm. Furthermore, CEO characteristics like age, gender and education have significant effects on firm financial decisions and firm performance. Finally, the debt and equity ratio partially mediates the link between CEO characteristics and firm performance. Research limitations/implications The findings of this study have limited generalizability due to the specific nature of the sample characteristics. Originality/value To the best of the authors knowledge, this study is the first to explore the impact of CEO characteristics on capital structure and firm performance. This work is also the first to explore the mediating role of capital structure in the relationship between CEO characteristics and firm performance by using Pakistani data.

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Hitz, Randy. "CEO to Teacher: An Interview with Randy Moore." Phi Delta Kappan 87, no. 1 (September 2005): 79–83. http://dx.doi.org/10.1177/003172170508700113.

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Chotiyaputta, Veerisa, and Yong Yoon. "Firm Performance by Thai CEOs in the SET100: Foreign or Locally Educated?" GATR Journal of Management and Marketing Review 1, no. 1 (December 6, 2016): 09–14. http://dx.doi.org/10.35609/jmmr.2016.1.1(2).

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Objective - This paper investigates firm performance effected by foreign-educated or locally educated Thai CEOs in the SET100 listed firms of Thailand. Methodology/Technique - By examiningthe resumes of 198 CEOs of Thailand's 100 largest Thai listed companies over the past 16 years (2000-2015), this paper hopes to compare the effects of this outcome on the means and variance of the CEO succession by presenting four cases: when (1) locally-educated Thai CEO is replaced by a foreign-educated Thai CEO, (2) foreign-educated Thai CEO is replaced by a locally-educated Thai CEO, (3) locally-educated Thai CEO is replaced by another locally-educated Thai CEO, and (4) foreign-educated Thai CEO is replaced by another foreign-educated Thai CEO. Findings – It was found thatthe appointment of foreign-educated CEOs in the SET100 is associated with improved firm performance with respect to the mean-variance approach if (s)he replaces a locally-educated CEO. However, firm's performance deteriorated if a foreign-educated CEO replaces another foreign-educated CEO. Novelty - Findings suggest that additional studies need to be conducted to verify the claim of that switching the education type of CEO succession can have beneficial effects on firm performance. Type of Paper - Empirical Keywords: Performance of Foreign-Educated CEOs; CEO Succession; Mean-Variance Approach; Thailand SET. JEL Classification: I21, M10

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Ghardallou, Wafa. "Corporate Sustainability and Firm Performance: The Moderating Role of CEO Education and Tenure." Sustainability 14, no. 6 (March 17, 2022): 3513. http://dx.doi.org/10.3390/su14063513.

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The aim of this research is to investigate the impact of corporate sustainability on a firm’s financial performance. It particularly investigates the effectiveness of CEO characteristics as a moderator on corporate social responsibility (CSR)–firm financial performance linkages. This study is unique since it sheds new insight on how a CEO’s attributes may influence the relationship between CSR and financial performance. The evidence so far is sparse, since previous studies have investigated the direct effects of CEO or CSR on corporate performance. We look at a sample of 34 Saudi publicly traded companies from 2015 to 2020. Data on financial, accounting, and sustainability variables are collected from the Bloomberg database and the annual reports of the selected companies. Findings reveal that firms engaged in corporate social responsibility practices tend to have better financial performance. More importantly, it is found that in the moderation relationship of firm financial performance with corporate sustainability, CEO education and tenure act as positive moderators. In particular, results indicate that CEOs having an engineering- or a science-related degree positively affect the relationship between CSR and business performance. The relationship is further enhanced when the CEO holds an MBA. Finally, longer tenured CEOs play a positively moderating role in the association between firm performance and CSR.

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Graefe-Anderson, Rachel. "CEO Turnover and Compensation: An Empirical Investigation." Quarterly Journal of Finance 04, no. 02 (June 2014): 1450008. http://dx.doi.org/10.1142/s2010139214500086.

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Because CEO turnover events provide the board of directors with a unique opportunity to potentially completely restructure CEO compensation packages, changes to CEO compensation following a turnover event could prove to inform the ongoing debate regarding CEO compensation. This paper investigates what happens to CEO compensation when a turnover event occurs. Specifically, I examine CEO compensation levels and pay-performance sensitivity for incoming and outgoing CEOs involved in turnover events at public companies in the United States. My main findings are as follows: (1) incoming CEOs are paid as much as or more than those they replace, (2) outsider replacements are paid more than their predecessors even after controlling for education and skills, and (3) CEOs who are forced out are not paid differently from those who replace them, while CEOs who leave voluntarily are paid significantly less than their replacements. Further analysis reveals that proxies for managerial power including CEO tenure, CEO centrality, founder status, and high CEO ownership cannot explain these results. Overall, these findings are difficult to reconcile with the view that managerial power is the primary determinant of CEO compensation.

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Li, Yuan, and Manisha Singal. "Firm Performance in the Hospitality Industry: Do CEO Attributes and Compensation Matter?" Journal of Hospitality & Tourism Research 43, no. 2 (June 25, 2018): 272–82. http://dx.doi.org/10.1177/1096348018776453.

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Past research has shown mixed results regarding the role CEO compensation plays in influencing firm financial performance in the hospitality industry. To explore this relationship further, we concomitantly examine the role of compensation and CEO attributes like education, age, tenure, functional background, and gender on firm financial performance. Our analyses are based on secondary and hand-collected data from a large and comprehensive sample of U.S. publicly traded hospitality firms. The results from panel data analyses show that CEO cash compensation is positively related to return on assets, while equity compensation is unrelated to firm performance. We further find that when CEO compensation and attributes are jointly examined, CEO compensation has a relatively lower impact on firm performance than CEO attributes do. The results imply that the hospitality industry may want to reconsider its compensation practices in order to better align the interests of managers and shareholders and motivate managers to maximize firm value.

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Hsu, Hui-Wen. "CEO educational backgrounds and non-GAAP earnings disclosures." Investment Management and Financial Innovations 19, no. 3 (August 19, 2022): 167–75. http://dx.doi.org/10.21511/imfi.19(3).2022.14.

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Non-GAAP earnings have received attention recently. Existing literature suggests CEOs’ educational backgrounds affect the financial reporting quality. Thus, the paper analyzes whether the educational background of CEOs affects the disclosure of non-GAAP earnings. Using logit regression to examine the probability of non-GAAP earnings disclosures, this study finds the coefficient value of MBA is 0.4171, which suggests that CEOs with an MBA degree are more likely to disclose non-GAAP earnings than other CEOs. In addition, the moderating effect of audit committee quality on the association between CEO educational backgrounds and non-GAAP earnings disclosures is investigated. The coefficient value of MBA×ACC_QUA is –2.809, which suggests that audit committee quality negatively moderates a positive association between MBA-holding CEOs and non-GAAP earnings disclosures. By focusing on a company’s non-GAAP earnings, this study contributes to the financial reporting literature. The results provide evidence that CEO education backgrounds and audit committee quality influence firms’ non-GAAP earnings disclosures. AcknowledgmentThe author acknowledges the financial support of the National Science and Technology Council, R.O.C. (Award number MOST 111-2410-H-035-048-).

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O’Connell, David J., John F. McCarthy, and Douglas T. Hall. "Print, Video, or the Ceo." Journal of Management Education 28, no. 3 (June 2004): 294–318. http://dx.doi.org/10.1177/1052562903252659.

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Velte, Patrick. "Do CEO incentives and characteristics influence corporate social responsibility (CSR) and vice versa? A literature review." Social Responsibility Journal 16, no. 8 (October 11, 2019): 1293–323. http://dx.doi.org/10.1108/srj-04-2019-0145.

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Purpose This paper aims to analyze whether chief executive officer (CEO) incentives and characteristics (e.g. CEO power, CEO tenure) are linked with corporate social responsibility (CSR) and vice versa. Design/methodology/approach Based on upper echelons theory, the author conducts a structured literature review and evaluates 84 empirical-quantitative studies on CEO and CSR variables. Findings While the majority of the included studies analyzed the CEO-CSR link, there are indicators for a bidirectional relationship. Moreover, prior research has focused on CEO incentives, especially compensation contracts, and on the US capital market. A major research gap relates to CEO characteristics, e.g. CEO values, education and experience. Research limitations/implications Heterogeneous CEO and CSR variables and endogeneity concerns lower the validity of recent studies. Future research is encouraged to implement dynamic regression models, increase CSR and CEO proxies and focus on international samples with country-specific effects. Practical implications As CEO activities can have a major impact on CSR activities, the author recommends firms to search for opportunities to make their CSR strategy more comprehensive by their stakeholder communication, thus providing deeper insights into their CSR performance in line with stakeholders’ interests. Originality/value The paper is the first literature review on the interaction between CEO and CSR so far. The author explains the main CEO and CSR variables that have been included in research, stresses the limitations of the studies and gives useful recommendations for future research, practice and regulators.

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Steijvers, Tensie, Nadine Lybaert, and Julie Dekker. "Formal human resource practices in family firms." Journal of Family Business Management 7, no. 2 (July 10, 2017): 151–65. http://dx.doi.org/10.1108/jfbm-07-2016-0016.

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Purpose The importance of formal human resource (HR) practices is widely recognized in management literature, but under-researched in the small business and family firm domain. Previous research indicates that family firms rely more on informal HR practices, based on social networks. However, given the heterogeneity of family firms, one cannot assume that all family firms are reluctant to formalize their HR. As the CEO is the key decision maker who covers HR management in family firms, the effect of the CEO type on formal HR practices will be studied. The paper aims to discuss these issues. Design/methodology/approach Based on a large-scale survey, resulting in a response of 532 family SMEs, the authors perform a hierarchical regression analysis studying the effect of a family/nonfamily CEO on the use of formal HR practices, introducing several moderating effects: CEO generational stage, tenure and education. Findings Results indicate that family firms with a family CEO have more formal HR practices than those managed by a nonfamily CEO due to higher levels of goal alignment and intentional trust between the owning family and family CEO. Moreover, family firms managed by first generation family CEOs and family CEOs with a higher education have more formal HR practices. Practical implications The findings suggest that family CEOs can be equally or even more able as nonfamily CEOs to run a family firm in a formalized/professionalized manner. Originality/value Given the scant amount of research on HR formalization in family firms, even though literature documents performance increasing effects, this study fulfils the need to study the effect of the CEO on HR formalization.

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Muravyev, Alexander, and Alexandra Zakharova. "CEO education in Russia: First systematic evidence and a research agenda." Russian Management Journal 20, no. 1 (2022): 52–80. http://dx.doi.org/10.21638/spbu18.2022.103.

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We use a novel hand-collected dataset to provide first systematic evidence on CEO education in Russian publicly traded companies over 2009–2020, including its link to other characteristics of CEOs and key attributes of firms. We find that almost all CEOs in Russia have higher education, that PhD degrees are unusually common, while MBA degrees are relatively rare, that CEOs with different levels of education differ among a number of key socio-demographic characteristics and that the appointment of CEOs with various educational levels is systematically related to firm-level attributes, including ownership and governance structure. In particular, PhD CEOs, who are relatively older, are more likely to have prior connections to government and also tend to be chosen by companies with state ownership, while MBA CEOs, who are relatively younger, are more likely to be chosen by companies with foreign ownership. An important implication is that establishing a causal effect of CEO education on firm behavior and performance requires addressing endogeneity problems caused by potential omitted variables at the CEO level and non-random selection of CEOs by different types of firms. The article outlines several areas for future research.

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BELLO, ADAMU LAWAL, SAMUEL ENIOLA AGBI, and LATEEF OLUMIDE MUSTAPHA. "CEO COMPENSATION AND FIRM PERFORMANCE: NONLINEARITY AND ASYMMETRY." International Journal of Social Sciences and Management Review 05, no. 02 (2022): 63–76. http://dx.doi.org/10.37602/ijssmr.2022.5205.

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The study examined the relationship between CEO compensation and firm financial performance of listed oil and gas companies in Nigeria. The study was conducted for a period from 2011 to 2021. The study adopted an Ex-post facto research design. The ex-post facto research design was used because the study relied heavily on already existing secondary data of all listed oil and gas companies in Nigeria. The population of the study was all the twelve (12) oil and gas companies listed on the floor of the Nigerian Stock Exchange (NSE, 2021). The sample size of the study was eight (8) oil and gas companies listed on the Nigeria stock exchange. Based on the short-run effect, the results revealed that during the favourable period, CEO remuneration Pay-out has a positive and significant association with the firm financial performance of listed oil and gas companies in Nigeria. Also, the results revealed that during the period positive outcome, CEO Dividend has a negative and a significant relationship with the firm financial performance of listed oil and gas companies in Nigeria. Finally, in the short run, the results revealed that during the favourable period, CEO Stock has a negative and significant with the firm financial performance of listed oil and gas companies in Nigeria. the study concluded based on the asymmetry results that CEO compensation has a significant effect on the financial performance of listed oil and gas companies in Nigeria. On the basis of the findings and the conclusion made above, the study recommends that: The oil and gas companies should always consider the asymmetric effect of CEO compensation in determining the kind of incentives to be given to the CEOs

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Rao, M. S. "Success tools for CEO coaches." Human Resource Management International Digest 22, no. 5 (July 8, 2014): 33–36. http://dx.doi.org/10.1108/hrmid-07-2014-0102.

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Purpose – The purpose of this study is to stress the need for continuous learning and constant feedback to help people develop as leaders. Design/methodology/approach – The study equips Chief Executive Officer (CEO) coaches with tools to build leaders who will become ladders for others. In addition, it considers examples of leaders, including Mahatma Gandhi. Findings – The study emphasizes the importance of continuous learning and constant feedback, which it covers from the perspective of executive coaching and education. Practical implications – It explains that open discussion between senior leaders and entry-level leaders can help ensure a seamless supply of leadership talent. Social implications – The study claims that the findings can be applied in industry to build new leaders to replace those from the baby-boomer generation who are currently retiring. Originality/value – The study lays the accent on feedback as a leadership-development tool.

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Kaur, Rupinder, and Balwinder Singh. "CEOs’ Characteristics and Firm Performance: A Study of Indian Firms." Indian Journal of Corporate Governance 11, no. 2 (November 14, 2018): 185–200. http://dx.doi.org/10.1177/0974686218806714.

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The centre of interest of this research article is the association between chief executive officer (CEO) characteristics and firm performance. Employing a sample of Nifty 500 firms, the support found recommends that demographic and job-related characteristics may be related with the firm’s financial performance. We consider CEO gender, duality, nationality, remuneration and education level as CEO characteristics and we employ return on assets (ROA) as a representative for firm performance. This study widens the understanding of the important function played by the CEO and provides better insight into CEO-specific variables. Specifically, the reported findings specify a positive relationship between CEO remuneration and firm performance, thus indicating that compensation acts as a good inducement for executives to yield finer firm performance while CEO nationality appears to inhibit it, steering foreign directors to a minority spot. This implies that remuneration should be more thoughtfully attached to performance, so that proficient CEOs are not lured by more tempted compensation elsewhere and the decision to engage foreign nationals to company boards must be based on norms other than the firm’s future financial performance.

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Zhou, Mengling, Fanglin Chen, and Zhongfei Chen. "Can CEO education promote environmental innovation: Evidence from Chinese enterprises." Journal of Cleaner Production 297 (May 2021): 126725. http://dx.doi.org/10.1016/j.jclepro.2021.126725.

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Shao, Qiuyue, Shouming Chen, and Peien Chen. "CEO rhetorical strategies and firms' internationalization: A communication perspective." Strategic Management, no. 00 (2022): 6. http://dx.doi.org/10.5937/straman2200006s.

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Based on the upper echelons theory, previous literature has suggested that CEO's personal characteristics influence firms' internationalization. However, most research investigates the static traits such as age, education, overseas background, etc. Since CEO's communication skills exert influence on the firm as well, communication may also be of significance in the process of firm internationalization. We proposed that three CEO rhetoric strategies affect firm internationalization by persuading employees to recognize the international purpose and contribute to it jointly. Using the data of CEO rhetorical strategies and the level of internationalization of 118 Chinese listed firms, we tested the influence of CEO rhetoric strategy on firms' internationalization. The results show that two CEO rhetoric strategies-Ethos and Pathos-affect firm internationalization positively. The findings reveal that proper strategy of CEO communication is important for the execution of firms' internationalization.

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Storch, Janet L. "Studies of Health Executives in Canada: A Review and Comparison." Healthcare Management Forum 1, no. 1 (April 1988): 24–28. http://dx.doi.org/10.1016/s0840-4704(10)60008-7.

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There are a limited number of national studies of health executives in Canada and the few that do exist are not well known to the average executive. In this article, these studies are reviewed, and the demographic findings of three more recent studies are compared in respect to hospital CEOs. Three potential trends are noted: an upward shift in level of education of CEOs, with a steady but not increasing representation of M.H.A./M.H.S.A. graduates; a decreasing length of tenure in hospital CEO positions with evidence of recent turnover in many CEO positions; and a continuing male dominance in hospital CEO positions, It is suggested that the implications of these trends should be considered as they apply to the education of health executives and as they affect the effectiveness of healthcare.

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Wang, Qian, Xiaojie Pei, and Huigang Liang. "Founder CEO, CEO Characteristics, and Firm Innovation Efficiency: An Empirical Study of China’s GEM-Listed Companies." Sustainability 14, no. 14 (July 6, 2022): 8250. http://dx.doi.org/10.3390/su14148250.

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While it is widely known that founder Chief Executive Officers (CEOs) can influence firm innovation, few studies have comprehensively examined how the founder CEO affects the firm’s innovation input, innovation output, and input-to-output conversion rate, and how these effects depend on the founder CEO’s demographic, cognitive, and corporate positional characteristics. We analyze the nine-year panel data of China’s Growth Enterprise Market (GEM)-listed companies to empirically study the relationship between founder CEO (vs. non-founder CEO), CEO characteristics, and firm innovation efficiency. Our analysis produces four major findings. First, founder CEO firms have a lower innovation input and higher innovation output than non-founder CEO firms. Second, compared with male founder CEOs, female founder CEOs can further reduce innovation input without sacrificing innovation output. Third, founder CEOs with a higher education level can also further reduce innovation input without sacrificing innovation output. Finally, compared with founder CEOs that are not the chairman of the board, the founder CEOs that take dual positions (CEO and chairman) allocate higher innovation input, but the innovation output does not increase. These findings have implications for both research and practice in helping firms achieve sustainable development.

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