Готові списки джерел за темами / Executive succession

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Добірка наукової літератури з теми "Executive succession"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 27 липня 2024

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Статті в журналах з теми "Executive succession"

Walther, Axel, Andrea Calabrò, and Michèle Morner. "Got a plan in the pipeline? Nominating committee’s information processing in executive successions." Management Decision 55, no. 10 (November 20, 2017): 2200–2217. http://dx.doi.org/10.1108/md-07-2016-0479.

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Purpose The purpose of this paper is to examine how information-processing mechanisms between nominating committees (NCs), incumbent executives, board chairs, and shareholders affect the comprehensiveness of executive succession processes. Design/methodology/approach The authors employ an explanatory multiple-case study that comprises eight CEO and CFO succession cases in large German publicly traded firms. Findings The findings reveal that comprehensiveness is determined by four key information-processing mechanisms: the effectiveness of NC’s information sharing, absorbing disagreement, and integrating heterogeneous opinions; board chair leadership (i.e. an apprentice board leadership structure in association with the board chair’s openness to ideas); the breadth and depth of information sharing between executives and NCs; and the extent and timing to which major shareholders influence succession processes. Research limitations/implications The authors summarize the findings in a conceptual framework and develop a set of propositions to guide future research on the topic. Such studies may want to test the suggestions in a quantitative way, preferably in a multinational context. Originality/value The authors’ emerging conceptual framework contributes a set of information-processing variables by which NCs engage in comprehensive executive successions with incumbent executives, board chairs, and major shareholders and offers a multiechelon approach to study executive successions.

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Li, Yuan, Xiyuan Li, Qingmin Chen, and Ying Xue. "Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective." Sustainability 12, no. 8 (April 15, 2020): 3175. http://dx.doi.org/10.3390/su12083175.

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While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

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Elias, Rida, and Bassam Farah. "Accelerated engaged tacit knowledge acquisition during executive succession." Management Research Review 43, no. 5 (October 23, 2019): 573–94. http://dx.doi.org/10.1108/mrr-10-2018-0402.

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Purpose The purpose of this paper is to provide a model that can explain how organizations may retain their executives’ tacit knowledge in the organization especially during the succession period. The proposed model takes into consideration three critical contexts that may assist in improving the knowledge flow during the transition period, namely, motivation context, transition context and ability context. Design/methodology/approach This paper presents a conceptual framework that emphasizes the importance of the will and skill of two parties involved in succession, i.e. the predecessor and successor, as well as the context of the succession. To this end, the paper advances a set of propositions that explain how these different contexts affect the quantity and quality of the knowledge acquired by the successor at the end of the succession period. Findings This paper advances a theoretical model that describes the antecedents and moderator of job-specific knowledge acquired during executive succession. Research limitations/implications This paper presents a theoretical model that explains knowledge flow during the transitory period of succession. It emphasizes the importance of the motivation and ability of the partners involved while taking into consideration the context of succession. Practical implications This paper contributes considerably and in a practical manner to managers in general and to human resource managers in particular. It draws the attention of concerned managers to check the motivation of both successor and predecessor in experiencing the transition, explain to the successors the job description of the position to direct their attention to learn specific knowledge and equip both parties involved in the succession with the needed skills. Originality/value This paper advances a new concept termed as accelerated engaged tacit knowledge acquisition. This concept complements other perspectives of knowledge flow and learning and takes into consideration the specific context of executive succession.

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Al Suwaidi, Muna, Fauzia Jabeen, Agata Stachowicz-Stanusch, and Matthew Webb. "Determinants Linked to Executive Succession Planning in Public Sector Organizations." Vision: The Journal of Business Perspective 24, no. 3 (July 7, 2020): 284–99. http://dx.doi.org/10.1177/0972262920932405.

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Succession planning is important for organizational growth and business sustainability in the public sector. However, few organizations have attempted to introduce the concept and practice. This article aimed to identify and prioritize the factors that influence executive succession planning in the public sector in the United Arab Emirates (UAE), using the analytic hierarchy process. A model was developed with 5 criteria and 29 sub-criteria and tested using data collected from 40 interviews with top executives from various public sector organizations. The findings showed that succession planning strategy, organizational culture and leadership development opportunities were the most significant factors linked to executive succession planning in the UAE public sector. A framework for decision-makers was developed which could be used to overcome some of the challenges of executive succession planning. It is hoped that this study will help policymakers to formulate suitable policies and strategies to promote executive succession planning in public sector organizations. It will also help them to implement best practice in this field.

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Santora, Joseph C., Gil Bozer, and Mari Kooskora. "Views of Estonian nonprofit executives on succession: lessons from the field." Development and Learning in Organizations: An International Journal 33, no. 3 (May 7, 2019): 5–8. http://dx.doi.org/10.1108/dlo-08-2018-0098.

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Purpose The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations. Design/methodology/approach This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives. Findings Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unexpected behavior, and possible ethical issues were key risk factors associated with succession; and mixed opinions were received regarding the advantages and disadvantages of succession planning. Research limitations/implications Narrow focus on Estonian nonprofit organizations and their executives, purposive sampling, and single qualitative research method. Results may not be applicable to other nonprofits. Practical implications Practitioners of Estonian nonprofits can better understand the implications of executive succession issues. Lessons learned may help other nonprofit leaders. Social implications Having a carefully crafted succession plan can enable smoother transitions between organizational leaders and create organizational stability, thereby ensuring a continuous delivery of goods and services to clients. Originality/value Seminal research – this is the first study of its kind on Estonian nonprofit organizations and executive succession issues. This paper can serve as a foundation for further research on Eastern European nonprofits.

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Stein, Guido, Manuel Gallego, and Marta Cuadrado. "CEO succession and proprietary directors: evidence from Spanish listed firms." Corporate Ownership and Control 11, no. 1 (2013): 140–46. http://dx.doi.org/10.22495/cocv11i1conf2p5.

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This study advances research on CEO succession and board monitoring of senior executives by examining how proprietary directors can affect the probability of CEO dismissal. Drawing on our newly developed database covering all CEO successions occurring in all Spanish listed firms during the period 2007–2010, we propose that proprietary directors may increase the board’s monitoring efforts over the chief executive, forcing him to resign in situations of poor performance. Hypotheses are tested longitudinally, using CEO succession data taken from 111 publicly-traded firms in the Spanish ‘mercado continuo’ over a four-year period

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Kakabadse, Andrew, and Nada Kakabadse. "Dynamics of executive succession." Corporate Governance: The international journal of business in society 1, no. 3 (September 2001): 9–14. http://dx.doi.org/10.1108/14720700110397747.

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Osnes, Gry. "A strategy-as-practice model on executive succession: group dynamics, objectification, and trust—Part II." Organisational and Social Dynamics 20, no. 2 (October 31, 2020): 154–72. http://dx.doi.org/10.33212/osd.v20n2.2020.154.

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The aim of this article was to analyse the complexity of successions and, counter-acting destructive group dynamics, to present a strategy model. An in-depth case study of several successions within the same organisation was used. Several Chair of board and CEO successions would restore and develop the trust of employees and stakeholders. By executing effective succession processes, a governance structure creates legitimacy and trust. The research identified different “doings”, called praxes, that objectified (Bollas, 1999) the succession dynamics. The more active and less habitual, the more effective was the execution of the strategy praxes. A longitudinal action research project included participative bottom-up processes, facilitative processes, coaching, observations of the board, interviews, and archive data.

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Simsek, Zeki, Po-Hsuan Hsu, Ciaran Heavey, and Fred Bereskin. "Executive Succession and Organizational Innovation." Academy of Management Proceedings 2013, no. 1 (January 2013): 11459. http://dx.doi.org/10.5465/ambpp.2013.11459abstract.

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Schwartz, Kenneth B., and Krishnagopal Menon. "Executive Succession in Failing Firms." Academy of Management Journal 28, no. 3 (September 1985): 680–86. http://dx.doi.org/10.5465/256123.

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Дисертації з теми "Executive succession"

Tingling, Janet. "Hospital Executive Succession Planning Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4948.

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Approximately 50% of New York City hospitals lack succession planning as baby boomers transition out of the workforce into retirement. The potential loss of knowledge capital could affect leadership development and corporate stability. Guided by the transformational leadership theory, the purpose of this single site case study was to explore successful strategies executive-level leaders used to facilitate succession planning within their hospital. Three hospital executive-level leaders from a single site location participated in a semistructured face-to-face interview and provided data that assisted the analysis. Four themes emerged from the data analysis through a word cloud format that showed the most commonly used words and phrases from participants' responses to interview questions and review of company succession planning documents. The themes were organizational strategies used to promote executive-level succession planning, encouraging peer-mentorship, knowledge sharing strategies, and talent management. The findings revealed that the participants' organization lacked formal succession planning strategies, but policies were in place that promoted in-house training and development to prepare the next generation of executive-level leaders. The findings of this study can contribute to positive social change by providing a work-related environment that embraces knowledge sharing and leadership development to increase leadership performance, income, and productivity, to ensure a better quality of life for employees and to improve the healthcare of patients and the community served.

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Cameron, Carolynn. "Bridging Executive Succession Gaps: Factors that Most Accelerate Executive Development." Case Western Reserve University School of Graduate Studies / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=case1493311234286034.

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Whitmore, Melissa A. "Success through succession : implementing succession planning at the Texas Department of Insurance /." View online, 2006. http://ecommons.txstate.edu/arp/185/.

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Dillard, Robin Ford. "Healthcare Executive Leadership Development and Succession Planning." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4212.

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Business leaders face leadership crises as executives from the baby boomer generation retire, creating a shortage of experienced and knowledgeable leaders. Some business leaders are unprepared for the replacement of retiring senior-level executives and lack strategies for succession planning. The findings of this study indicate succession planning and leadership development play a significant role in preparing future healthcare leaders in their ability to improve the quality of patient care and improve the strategic and financial health of the organization. Guided by the human capital theory the purpose of this multiple case study was to explore the strategies used by healthcare leaders for succession planning. The study consisted of interviewing the chief executive officers of 3 separate hospitals operating under a multihospital system located in south-central Texas. The data collection process included semistructured interviews and review of relevant organizational documents related to leadership development. Through methodological triangulation and employing Yin's 5-step data analysis technique of design, prepare, collect, analyze and share, several themes emerged as strategies for succession planning. The themes of executive coaching, leadership dyads, and leadership pipelines, ensure a new generation of emerging leaders have access to experienced leaders through coaching opportunities and allow physicians to co-lead a hospital and maintain a meaningful presence in patient care. Social implications of the study include prepared leaders to implement the ongoing healthcare reform in the United States, trained to improve the quality of care provided to patients.

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Hill, Gregory Cash. "On managerial succession." Texas A&M University, 2003. http://hdl.handle.net/1969.1/3945.

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This dissertation is an exploration, development and application of a theory on the effects of managerial succession on organizational performance in the public sector. Public management is a field of study within public administration that is gaining momentum and is strengthening both its theoretical and empirical bases. In this dissertation I build upon the very small literature on managerial (or executive) succession to develop a theory of the effects of managerial succession on performance. I posit that in the short-term performance will decrease; however, over time organizations that have had a succession event will see an increase in performance. I employ the use of three unique datasets: Texas school district superintendents, British local education authorities, and Major League Baseball field managers. All datasets have particular strengths that allow for a more complete empirical analysis. What we find is that, while there appears to be no significant relationship between managerial succession and performance in the year following the succession event, there is a positive and significant event over time. Furthermore, in the British analysis, which is designed to test a similar organization to the Texas analysis yet in a vastly different organizational structure, we find no significant relationship between performance and succession.

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Weiss, Susan F. "Implications of Executive Succession Upon Financial Risk and Performance." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/958.

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Executive replacements have historically created fluctuations in the market value of a company and precipitated inappropriate investor reaction. However, the direction and statistical significance of relationships between executive turnover, market value, financial risk, and investor reaction among a census of highly performing firms was previously unexplored. The purpose of this study was to determine the extent of the relationship between CEO turnover and indicators of company performance. Theoretical foundation for this study was the efficient markets hypothesis. Hypotheses tests were designed to support an ex-post facto research methodology for pre-post comparison of volatility of financial metrics, which are indicators of market value (market value added), investor reaction (Tobin's q), risk (beta), executive performance (economic value added and return on assets), and turnover frequency given CEO succession. Statistically significant differences in firm risk emerged from comparisons of highly performing firms exemplified in the foundational leadership text Good to Great. Approximately 45 % of firms sampled did not experience volatility of financial metrics, which supported the presence of a leadership legacy, or strategic management behavior which minimized financial risk. Contrary to prior studies, financial metrics sampled within an interval immediately surrounding the succession event were less indicative of significant financial risk as compared to metrics sampled over the entire tenure of executives. Implications for positive social change include reducing investor risk in selection of equity holdings; capital fairly directed to entities results in benefits for society including job creation, economic stimulus, safer retirement accounts, and corporate sustainability.

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Richardson, Natalie Davis. "Predictors of nonprofit executive succession planning| A secondary data analysis." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3617377.

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In this quantitative secondary data analyses chi-square tests of independence and binary logistic regression were conducted to test the hypotheses that the independent variables are associated or predict executive succession planning. The following characteristics of the executive director was analyzed: age, gender, race/ethnicity, service insider selection (i.e., history of employment or board membership within the organization), executive director membership on the board of directors, a transparent relationship with the board of directors, use of professional development resources, level of education, and years of service in the nonprofit sector. Results indicated that there is an association between executive succession planning and four of the predictor variables age, race/ethnicity, years of service in the nonprofit sector, and membership on the board of directors, and that only three of the variables age, years of service in the nonprofit sector, and membership of the board were successful in predicting whether or not the executive director will have a succession plan. Results will be used to provide the leadership and stakeholders of nonprofit organizations with data regarding the association and prediction of executive succession planning. This data will be useful as nonprofit organizations strategically plan for the executive succession planning process and identifying successors for executive leadership positions.

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Campbell, Johnnie Faye. "Executive Succession in Community Action Agencies in a Southern State." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5683.

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Without adequate succession planning (SP) for executive directors, nonprofit organizations risk losing their mission and direction and their ability to sustain the quality of program and services and maintain superior leadership. The purpose of this study was to determine the degree to which SP was being developed and implemented in community action agencies (CAAs) in a southern state. This study also focused on the challenges that these organizations experienced from not implementing SP. This single case study design was based on the theoretical framework of organizational change, using Lewin's 3-stage model. Identified through purposive and snowball sampling, 17 participants from 5 CAAs in a southern state were interviewed using semi structured questions. Both primary interview data and secondary data were analyzed through constant comparison and the identification of themes and patterns, and verified through triangulation, member-checking, and pattern-matching. Secondary data consisted of succession plans, annual reports, bylaws, boards of directors' minutes, IRS 990s, and strategic plans. Findings revealed that 3 of the CAAs under study had a succession plan in place, while 2 did not. The challenges that these CAAs experienced from not implementing SP focused on 5 primary themes: organizational identity, sustainability, salaries, governance, and leadership development. The implications for social change include informing the southern state's CAA leaders, funders, and other stakeholders about the importance of developing written succession plans, integrating SP with leadership development and executive transitioning practices, and the long-term benefits of having these plans in place.

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Nisbet, Margaret. "Management development and succession in the electricity industry 1948-1998 : executive men and non-executive women." Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/1618/.

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This thesis investigates the development and succession of British Electricity Industry executives (top managers) during the half-century from 1948, and examines the reasons why few female employees became senior managers, and none became board members. In response to the continuing need for professional engineers, the industry operated a policy of internal promotion in parallel with systematic procedures for recruiting, training, developing and promoting employees and managers. The shortage of technical trainees resulted in the recruitment of apprentices with qualifications below the required standard; together with talented manual workers who were also perceived as potential engineers. Training facilities and career development opportunities were biased in favour of technical employees whose occupations were horizontally and vertically segregated. The term 'manager' was strictly limited to an elite of 1 in 100 employees, distinguished from the 1000s of supervisors (1 in 14 employees). The career trajectory to management was multifaceted until a standard was introduced in 1968. The federal nature of the industry resulted in inequalities with particular biases in training and selection to attend business schools. Managers who attended the Administrative Staff College at Henley were more successful in achieving promotion, especially to the level of chairmen, when compared with managers who attended an internal course. Using questionnaire results the thesis highlights differences between managers and top managers in relation to their personal characteristics, career development (including motivation and managing), and techniques for management selection and succession. The impact of privatisation on career development is also considered. An analysis of management succession over five decades shows that early entry to the industry was correlated with success; the long tenure of the first entrants hindered subsequent succession except for the most mobile. Like the industry's leaders, membership of decision-making committees which influenced female development was also male dominated. This belied the fact that females formed one in ten of non-executive board members. There is a substantial literature on the historical problems of women in work, their concentration in low-paid, low-status posts, employability and exclusion from higher graded posts. The electricity industry is a case in point. In electricity the focus was on boys and young men to fill the horizontally segregated technical training posts at a time when females were actively encouraged to follow a 'feminine' curriculum in schools. In addition, workshop and practical training facilities for females were non-existent in an industry which, unsurprisingly, perceived they would find its workplaces 'unattractive'. Females were concentrated in lower grade clerical work and in the bottom grades of the higher graded administrative structure. Due to the federal nature of the industry the finding that females were discriminated against remained unresolved. Privatisation did nothing to improve the gender imbalance in managerial opportunity. Some females now perform manual jobs previously confined to men, and two women became executive board members. However, by 1998, despite the more widespread use of the term 'manager' a number of electricity companies had still not appointed any senior female managers.

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Shadow, Cyndie. "An Exploration of Knowledge Transfer and Career College Executive Succession Planning." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10975343.

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The career college sector of the post secondary education industry contributes more than $20 billion to the U.S. economy annually, but turnover in executive leader roles at career colleges is extremely high. Usually, such turnover occurs without succession planning or knowledge transfer for the new executive. The purpose of this exploratory case study was to explore the need for knowledge transfer when executive turnover occurs in career colleges. This single case study was framed on theories of knowledge addressing concepts such as knowledge stickiness, transfers, and gaps. The overarching research question concerned how lack of knowledge transfer during executive leadership succession at a career college influences stakeholder engagement, where stakeholders are executives, administrators, and faculty. The conceptual framework for this study was Szulanski’s sticky knowledge concept, which pertains to how knowledge transfer from one executive leader to the next may be blocked. Knowledge attrition can be the basis for declining performance and outcomes in an institution such as a career college. In this bounded, exploratory case study using semistructured interviews with stakeholders, the aim was to understand how to improve knowledge transfer in these colleges so that they may remain available for the students they serve, who usually represent the first generation in their families to obtain any postsecondary certification. This aim is socially significant because completion of career education can be a factor leading individuals into the middle class. Social change for a portion of the underserved population can certainly emanate from educational opportunities that lead to career placement, which is why understanding executive succession in career colleges has significance in American society.

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Книги з теми "Executive succession"

Succession: Are you ready? Boston, Mass: Harvard Business Press, 2009.

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National Academy of Public Administration., ed. The Critical characteristics of succession planning. Washington, D.C: National Academy of Public Administration, 1992.

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D, Friedman Stewart, ed. Leadership succession. New Brunswick, [N.J.], U.S.A: Transaction Books, 1987.

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1952-, Saporito Thomas J., ed. Inside CEO succession: The essential guide to leadership transition. Hoboken, N.J: Wiley, 2012.

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National Academy of Public Administration., ed. Study of succession planning and executive selection: Preliminary research results : literature review and annotated bibliography. Washington, D.C. (1120 G. St., Suite 850, Washington, D.C. 20005): The Academy, 1992.

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National Academy of Public Administration., ed. Paths to leadership: Executive succession planning in the federal government : a report. Washington, D.C. (1120 G St., N.W., Suite 850, Washington 20005): National Academy of Public Administration, 1992.

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Mattone, John. Powerful succession planning. New York: American Management Association, 2013.

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Fegley, Shawn. 2006 succession planning: Survey report. Alexandria, VA: Society for Human Resource Management, 2006.

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Souque, Jean-Pascal. Succession planning and leadership development. Ottawa: Conference Board of Canada, 1998.

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Institute, Pennsylvania Bar. Succession planning for attorneys. [Mechanicsburg, Pa.]: Pennsylvania Bar Institute, 2011.

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Частини книг з теми "Executive succession"

Bingham, Kit. "Chief executive succession planning." In Effective Directors, 45–50. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-10.

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Ployhart, Robert E., Donald J. Schepker, Patrick M. Wright, and Sam D. Strizver. "Creating Dynamic Capabilities for Agile Executive Selection and Succession." In Senior Leadership Teams and the Agile Organization, 246–90. New York: Routledge, 2023. http://dx.doi.org/10.4324/9780429353161-10.

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Lindquist, Evert, and Thea Vakil. "10. Government Transitions, Leadership Succession, and Executive Turnover in British Columbia, 1996–2006." In Deputy Ministers in Canada, edited by Jacques Bourgault and Christopher Dunn, 283–308. Toronto: University of Toronto Press, 2014. http://dx.doi.org/10.3138/9781442665170-014.

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Portwood, James D., Mohamed A. S. Latib, and Michael Timmons. "Realigning Executive Development and Succession Planning Systems: Meeting the Management Needs of “Global Organizations in the 1990s”." In Human Resource Strategies for Organizations in Transition, 233–44. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4684-5757-5_18.

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Drake, Tim. "Succession planning for executives." In Effective Directors, 79–83. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-16.

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Rothwell, William J. "Transitioning the Business and Executing the Succession Plan." In Succession Planning for Small and Family Businesses, 231–58. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003281054-13.

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Bramwell, Donna, Kath Checkland, Jolanta Shields, and Pauline Allen. "1948–1974: Community Nursing Services as a Local Government Service." In Community Nursing Services in England, 9–16. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-17084-3_2.

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AbstractTaking the first era from the inception of the NHS through to 1974, this chapter documents the establishment of the service as a home nursing service. Known as the ‘tripartite era’ because of the way provision of health services were divided between three types of bodies—Local Authorities (LA), Executive Councils of the Ministry of Health and Hospital Boards—this era would see a split enshrined between LA-provided community nursing services and medical services provided by the others. This split has been a feature of the NHS ever since, despite successive unifying re-organisations of the health service, and has come to define the way community nursing is perceived by policy apparent in this review. In line with the format of the chapters, we start to look at the role and function of district nurses (DNs) and begin to see how the role was focused on home care for the sick, management of infectious diseases and supporting doctors. We also begin to examine how DNs were managed and paid for and identify the enduring tensions in how they are organised—either geographically or attached to GP practices. We conclude this chapter with a brief paragraph summing up that for this era the role of district nurse services, despite becoming a national requirement, is rarely fully set out in policy. In other words, the district nursing service was largely invisible in policy terms.

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Abdul Hamid, Ahmad Fauzi, and Noorulhafidzah Zawawi. "The Interplay of Race, Religion and Royalty in Contemporary Malaysian Politics." In Discursive Approaches to Politics in Malaysia, 17–32. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-19-5334-7_2.

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AbstractThe lengthy years of the Perikatan (Alliance) and its successor Barisan Nasional (BN) administrations (1957–2018) gave Malaysia the opportunity to construct and mould the practice of democracy. Democracy is reflected through the existence of various political parties, the holding of regular elections under closely administered electoral processes, the upholding of rights and freedoms of the people to participate in party politics and civil society, the heated interactions among multi-ethnic citizens over mainstream and social media and the limited avenues provided by the law for the populace to express and display dissent. In Peninsular Malaysian politics, fault lines along the divisive racial and religious lines appear to dominate the discursive scene, with related issues over the role of Malay royalty trailing not too distantly behind. The past decade or so has seen political fortunes of the opposition, defined here as parties that oppose BN whether separately or together in coalitions during general elections, progressively improving, culminating in Pakatan Harapan’s (PH) trouncing of BN in the fourteenth general elections (GE14) in 2018. However, in Malaysian politics, elected politicians do not by themselves fill all political gaps. In uncertain times, as have prevailed in Malaysia since Parti Pribumi Bersatu Malaysia’s (PPBM) betrayal of PH in February 2020, the Malay monarchy has become more important than ever in deciding who and which political coalition gets to form the country’s executive branch. This chapter presents an overview of how race, religion and royalty are routinely encountered in the country’s politics, particularly over the last decade.

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"Managing Succession." In Developing Executive Talent, 105–24. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119202370.ch6.

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Hall, Douglas T. "Dilemmas in Linking Succession Planning to Individual Executive Learning *." In Leadership Succession, 45–76. Routledge, 2017. http://dx.doi.org/10.4324/9780203787458-3.

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Тези доповідей конференцій з теми "Executive succession"

Taechasapasith, T., and N. Silakorn. "Systematic Talent Management & Succession Planning." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216818-ms.

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Abstract This paper demonstrates how systematic Succession Planning is important to PTTEP business especially when we operate over 50 petroleum exploration, development, and production projects in more than 10 countries across several regions with the primary focus on Southeast Asia and the Middle East as well as other petroleum-prolific areas displaying investment opportunities, both E&P and beyond E&P businesses. It ensures that all critical positions are occupied continuously and gains more engagement from the PTTEP talent pool. In 2020, Succession Planning became one of the KPIs among Top Management resulting in "1st time solid Succession Planning". Career Review Committee comprises CEO and Top executives responsible for identifying, developing, and retaining talent and succession planning so we can sustain our strategy of "strengthen leadership to a sustainable organization." We partnered with a global consulting company for a talent assessment tool based on talent models and benchmarks using a nine-box grid matrix of potential together with performance and other consideration factors for talent identification. Once successors are identified, the Company designs an Individual Development Plan (IDP) which consists of a career rotation plan and development framework. With strong support from all management, in 2021 we achieved a set of solid succession planning to support business growth with a successor ratio of more than three successors in all executive posts. Since then, PTTEP management movement and appointment have been considered systematically and even more efficiently through a practical end-to-end talent management process, starting from talent assessment to identify talent and successor, and development to ensure readiness. We completed 100% of the Individual Development Plan (IDP) focusing on both career plans and competency gap closing for talents. By developing various development programs including accelerated programs partnering with world-class institutions and leading consulting companies, leadership training courses, mentoring programs, executive talks, and networking programs both online and offline, we got a high satisfaction score of over 80%. Impactful succession planning also saves costs from internal development and placement without high external executive hiring costs. This upcoming year, the focus is how to prepare workforces to expand to our new territories in the Beyond E&P. With the new business requirement, therefore, we plan to encourage and provide talents with more career advancement opportunities to rotate across their discipline to achieve new career goals and more challenging job opportunities to expand the successor pool in the future. This paper shows that systematic Succession Planning benefits the company as it keeps our workforce and talent pipeline stable. Its benefits, however, are not only for PTTEP itself but could be for the PTT Group as well, as it provides a valuable resource pool among them.

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Sharma, Vinit. "Leadership Assessment, Development and Succession Management." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216802-ms.

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Most people and organizations would probably agree that the start of the 2020 decade has demonstrated a new level of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). The challenges we experienced include the Covid-19 Pandemic, supply chain disruptions, global recession, cost of living crisis, The Dual Challenge, and The Great Resignation wave. Adding to these challenges is the change in demographics, particularly in the workforce. To succeed in such a VUCA2 environment, organizations, and their leaders, face an unprecedented demand for agility, adaptability, strategy, and corporate vision. Organizations will have to contend with multigenerational workplaces and types of employees. While seismic technological advances such as artificial intelligence and IT require leaders with more data and digital literacy, technical and domain skills are secondary to people and leadership skills. As His Highness Sheikh Mohammed bin Rashid Al Maktoum notes, Human beings are the capital of the future. Similarly, management guru Ram Charan highlights that people craft strategy and deliver business numbers, which means if an organization fails short on the people side, it also falls short on business leadership. Investment in the leadership of the future, throughout all levels of an organization or entity, will help provide a sustainable future for all. A strong correlation exists between the benefits of good leadership and business performance. Organizations investing in employee development typically report 11% greater profitability and are twice more likely to retain their employees (Gallup, 2019). Studies also show that inspired employees are 125% more productive than merely satisfied employees (FranklinCovey, 2022). As leadership expert John Maxwell notes, leadership ability is the lid (limit) to personal and organizational success. On the risk side, 70% of the variance in engagement is determined solely by the manager (Gallup, 2015), making good leadership and management a critical success factor. Studies estimate that employees not engaged or actively disengaged cost the World $7.8 Trillion US Dollars in lost productivity (Gallup State of Global Workplace 2022 report), providing further evidence that organizations must address leadership talent, leadership styles, leadership development, and succession. The cost of poor succession at the executive level is even higher, with analysis showing market value losses in the S&P 1500 of close to $1 Trillion US Dollars a year (Fernández-Aráoz, Nagel, Green, 2021).

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Howes, C. Susan, and Robert W. Taylor. "A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206302-ms.

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Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

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Iftikhar Choudhry, Bilal, Islam Khaled AbdelKarim, Freddy Alfonso Mendez, Mohamed Ahmed Osman, Karim Hassan Youssef, and Ahmed Samir Ismail. "Best Practices Implementation during 7? Liner Milling Operation." In SPE/IADC Middle East Drilling Technology Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/202157-ms.

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ABSTRACT The paper explores the 7" liner milling operations in re - entry well bores, operations that have become fairly common especially at the interface of corrosive effluents or after an extended life time. This however being a time and efficiency driven choice highlights the need for optimization from both the performance as well as the operational time perspective. The flat time endemic to the milling operation execution however, can be reduced and the operations can be optimized with effective mills, fine tuned rheological parameters of the milling fluid, the BHA stabilization and the finger printing of the milling parameters put in place to execute the entire operation. This paper looks into the various facets of optimization that can expand the avenue of flat time reduction and milling operations execution. Considering the various wells in the database considererd vis – a – vis the milling operations, a baseline ROP of 2 – 6 FPH for liner milling can be established. The baseline reference for this operation averages out an approximate of a couple of weeks from the well duration and has inherent complications both of which can be circumvented with optimization. Albeit the best proponent for mill selection is the existing liner configuration downhole, however this is one luxury that is not available in most cases. More often than not, the maiden mill run is done in a well with the least amount of data available regarding the existing well casing state. Therefore, adequate mill selection and mill cutting structure preparation hold significane for the successful execution, after all each milling run dictates the progress of the successive one. The paper also looks into the proponents of operational optimization and the denominators that drive the successful execution of the job.

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Choate, Rober, and Kevin Schmaltz. "Improving Student Design Skills Through Successive Design and Build Projects." In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-14734.

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Mechanical Engineering students at Western Kentucky University (WKU) are given instruction and must demonstrate their abilities to execute design projects during each of their four years of study. The features and goals of these projects are governed by a Professional Plan, which assures that graduates of the program have experienced key areas of the engineering profession and shown the ability to perform in an acceptable professional manner. The Engineering Design component of the Professional Plan is the focal point of the professional experiences. For students to be able to execute a structured approach to solving problems with an appreciation for the art of engineering, they must experience meaningful projects that expand and challenge their capabilities. WKU ME freshmen individually create physical devices with little engineering science, developing a sense of the manufacturing skills required for realistic designs. Sophomore students execute a team design project with more technical expectations, and also individually complete a design and build project that continues from their freshman project. As juniors, the team design experience is extended to an external audience with greater technical rigor, and additionally student teams implement the ASME Student Design Competition (ASME SDC) as their design and build project. The goal is for seniors to be prepared to implement an industry-based design and build project subject to realistic constraints and customer needs. The implementation of the Engineering Design Component has evolved over the past four years guided by ongoing assessment of both course outcomes and program outcomes, internal and external evaluations of the design project outcomes, and the maturing status of the program facilities and curriculum. One strength of the Professional Plan framework is the ability to build upon previous coursework, assess student progress, and adjust course activities based on prior assessment results to assure that graduates are capable of practicing as engineers. This paper will detail a sustainable model for implementing the design process across the curriculum, with the basis for selecting projects, managing the efforts of student teams, and providing effective feedback. In addition to the engineering design component, the use of professional communications and professional tools are also structured within the design projects.

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Shuixiang, Ye, Sun Kaibao, and Li Qiongzhe. "The Application of Risk Informed Method in Pressure Calibration Cycle Extending of RHR Systems SEBIM Valve." In 2017 25th International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/icone25-66097.

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The stability of the SEBIM valve setting value can be validated based on the pressure calibration test during each refueling cycle. Depending on the feedback of other similar types of nuclear power plants, this test has been revised to two refueling cycles to execute for its excellent performance of SEBIM valves and has got satisfactory performance for several successive refueling cycles. Therefore, this paper will analyze and evaluate the feasibility of extending SEBIM valve setting value test period by employing risk-informed method. The results show that the performance of RHR system’s SEBIM valve is satisfactory; the increment risk is small and meets the quantitative risk acceptance criterion. Thus, the pressure calibration test of the RHR system’s SEBIM valve can be revised to execute for two refueling cycles.

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Vroemen, B. G., H. A. van Essen, A. A. van Steenhoven, and J. J. Kok. "Nonlinear Model Predictive Control of a Laboratory Gas Turbine Installation." In ASME 1998 International Gas Turbine and Aeroengine Congress and Exhibition. American Society of Mechanical Engineers, 1998. http://dx.doi.org/10.1115/98-gt-100.

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The feasibility of Model Predictive Control (MPC) applied to a laboratory gas turbine installation is investigated. MPC explicitly incorporates (input- and output-) constraints in its optimizations, which explains the choice for this computationally demanding control strategy. Strong nonlinearities, displayed by the gas turbine installation, cannot always be handled adequately by standard linear MPC. Therefore, we resort to nonlinear methods, based on successive linearization and nonlinear prediction as well as the combination of these. We implement these methods, using a nonlinear model of the installation, and compare them to linear MPC. It is shown that controller performance can be improved, without increasing controller execution-time excessively.

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Honda, Hiroshi. "Partnering to Succeed: Keys to Managing Technology Development, Risk and Globalization." In ASME 2001 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/imece2001/ts-23403.

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Abstract The subject symposium on “Partnering to Succeed: Keys to Managing Technology Development, Risk and Globalization” is held under the sponsorship of Engineering and Technology Management (E&TM) Group at the 2001 ASME International Mechanical Engineering Congress and Exposition (IMECE) with its congress highlight topic of “Progress Through Partnerships: Team Approaches for Today’s Economy,” following a success of the 2000 ASME IMECE E&TM Group Symposium on “Successfully Managing the Risk and Development of Your Business and Technology” with its congress highlight topic of “Beyond the Traditional Boundaries.” The 2000 symposium counted over 500 attendees (1), (2), increased by more than 2.5 times from about 200 attendees for all the sessions organized for IMECE 1999 by three divisions of the E&TM Group. The original proposal for these 2000 and 2001 IMECE symposia, shown in Appendix, was submitted to then E&TM Group Vice President Arnold Rothstein by the author at the Technology & Society (T&S) and Management Division Executive Committee and E&TM Group Operating Board meetings at IMECE 1999 in Nashville. E&TM Group Representative Kenneth Home and session track leaders were instrumental in carrying out these symposia, with the cooperation and support of Arnold Rothstein and his successor Jeff Rode, Division Chairs John Paul and Robert Bums (T&S), Steven Nichols (Management Division), and David Pyatt (Safety Engineering and Risk Analysis Division (SERAD)) and other members of the division executive committees and the group operating board. The current paper introduces key issues to be discussed at the subject “twenty-six session” symposium for ASME 2001 IMECE, with trends of our time and the originally proposed symposium concept taken into consideration.

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Hester, Matthew, Patrick M. Wensing, James P. Schmiedeler, and David E. Orin. "Fuzzy Control of Vertical Jumping With a Planar Biped." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-28857.

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This paper develops a control strategy to produce vertical jumps in a planar biped robot as a preliminary investigation into dynamic maneuvers. The control strategy was broken into two functional levels to separately solve the problems of coordination and execution of the jump maneuver. A high-level fuzzy controller addresses the complexities that arise from the system’s hybrid nonlinear dynamics and series-elastic actuators embedded in the articulated legs. A novel fuzzy training scheme is used because the system is too complex for traditional training methods. A low-level controller is based on a state machine that sequences the legs through the phases of a jump. The modular nature of the control strategy allows quick adaptation to other dynamic maneuvers. Validity is demonstrated through dynamic simulation and testing with the experimental biped KURMET which result in stable successive jumps over a range of heights.

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Lu, P., J. N. Siddall, and J. Verhaeghe. "Expert System Built on a Chip." In ASME 1989 Design Technical Conferences. American Society of Mechanical Engineers, 1989. http://dx.doi.org/10.1115/detc1989-0054.

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Abstract The paper describes an exploration of the possibility of embedding the rules of an expert system directly onto a commercial programmable logic array microchip. The rules are first converted to Boolean form and reduced to minimal form. An interface was developed for using the chip with an IBM PC clone for processing inputs and outputs. No control system (inference engine) is required; and the execution of an application is equivalent to parallel processing. The inputs are transferred to the input pins of the logic array chip in successive bytes of data, and the conclusions then immediately appear at the output pins. The success of the approach was verified with two small examples. We have also extended the concept to develop an original algorithm for minimizing the number of required inputs for a specific application. This approach to designing expert systems should have an important potential for control systems where speed is important, and also in other systems where size and speed are important performance characteristics.

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