Добірка наукової літератури з теми "MBA CEOs"

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.

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-).

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.

Once a preferred strategy, corporate diversification into disparate lines of business has gradually declined in the U.S. over the past several decades. We argue that changes that occurred in a closely related domain—graduate business education—are important in understanding variation in de-diversification across firms. Building on a historical account of the transformation of business education, we explain how the rise of financial economics and agency-theoretic logic in business education changed students’ views about diversification. Nearly 20 years later, these MBA graduates rose to top decision-making positions and put the brakes on diversification. Using data on CEOs who ran 640 large U.S. corporations from 1985 to 2015, we show that CEOs who earned an MBA before the 1970s actively pursued diversification, whereas the next cohort of CEOs, who had been exposed to agency-theoretic logic in financial economics, refrained from it. We also demonstrate that the degree of managerial discretion moderated the effect of the CEO’s MBA education. Our study shows that institutional change in one domain (i.e., business education) contributed to change in another domain (i.e., corporate diversification), albeit with a considerable time lag.

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.

PurposeThis paper aims to investigate and discover the demographic characteristics of corporate leaders (CEOs) in Fintech sector firms representing the implementation of the sustainable business model. Particularly, the purpose is to identify a benchmark profile of CEOs and to understand which are the main features (e.g. age, tenure, education specification, education level, gender, nationality, years of entrepreneurship, years in financial functions, years in IT functions), giving more opportunity to develop and maintain sustainable business models using innovative platforms.Design/methodology/approachThe research questions are answered through a quali-quantitative methodology using descriptive and statistical approaches. The researchers collected a sample of 100 Fintech firms from the main Fintech firms in 2018 identified by the annual KPMG Report (2019). Thus, the research observed and tested the average level of the major CEO demographic features. Additionally, the paper explored whether these variables have a major probability to affect Fintech leading.FindingsAssuming a relevant part of Fintech firms, the main results of this paper show the relevance of several CEO demographic characteristics. Additionally, the age, the tenure and the presence of an MBA are significant elements in affecting Leading companies.Originality/valueThe paper is novel because it contributes to the literature examining the internal governance and sustainable business model, still not explored. Moreover, this study contributes to identifying the CEO demographic characteristics that foster financial institutions' transition towards sustainable business models.

UCLA’s program in strategic management for European corporate communication professionals provides participants with a concentrated, yet selective, immersion in those management disciplines taught at U.S. business schools, topics that are essential to their work as senior advisors to CEOs and as leaders in the field. The choice of topics represents the close collaboration between the directors of the UCLA and Lugano programs. The UCLA program also encourages the active participation of the professionals by offering an exposure to teaching and classroom communication practices of U.S. business schools that adhere to the case approach to business education and by providing numerous opportunities for participants to present their analyses and application of management topics to their professional roles and responsibilities. Working with European professionals also enables U.S. faculty to reconsider some of their own assumptions about teaching as they train U.S.-based MBA students.

University business schools are facing intense criticism that their traditional MBA and other graduate management curriculum fail to teach change management skills, employee development skills, employee recruiting skills, team-building skills, and the importance of ethical behaviour. Due to increasing technology, competition, and workforce diversity, today's leadership decisions are more complex than they were five years ago. The need for today's middle managers, senior managers, vice presidents, COOs, and CEOs to have more advanced leadership education has become critical, but the traditional Ph.D. and even the Doctor of Business Administration (DBA) have not become a recognized and acceptable viable solution. In contrast to the traditional Ph.D. and DBA which is geared towards the engagement of theory and research, the advanced leadership knowledge involved in the Doctor of Management (DM) encompasses advanced leadership training that is practical and focused on leadership's complex impact on improving organizational culture and human resources development. While MBA programmes or the traditional business Ph.D. programmes are focused on finance, accounting, marketing, operations strategy, and quantitative research, DM goes a step further by also considering the importance of developing employees, organizational culture, and teams as a major aspect of strategy execution success. DM looks at management almost in an interdisciplinary way by blending leadership courses that touch on psychology, human resources management, communications, human relations, employee development, organizational behaviour, and traditional management science. While traditional business Ph.D. and DBA programmes focus on skill development in order to effectively manage organizational operations and organizational process, DM focuses on people because without a properly developed and appropriately constituted staff, success will only be limited. For many years, it was assumed that a doctorate degree was not applicable in the international business world. DM is a major departure of tradition by enabling executives to use a combination of pure leadership theory and applied research methods to define, implement, and evaluate the strategies necessary for organizational growth and survival in a 3-4 year programme without having to leave their full-time jobs. DM addresses the question: If the definition of management is getting work done through people, then why are traditional Ph.D. programmes so heavily focused on business and so little on employees and organizational development?

This thesis examines the impact of personal managerial characteristics on the decision making of chief executives (CEOs) at a corporate level. The research suggests executives’ personal philanthropy and educational backgrounds have a potent effect on corporate malfeasance in financial reporting and corporate environmental engagement and performance. My thesis is comprised of two studies. The first study explores the impact of CEO personal altruism on corporate malfeasance in financial reporting. The results show that firms run by CEOs with altruistic preferences, as captured by their stock donations, are less likely to commit financial fraud and exhibit lower levels of real and accrual-based earnings manipulation. These effects are more pronounced for CEOs who do not backdate when making stock donations and who donate stocks outside the tax season. The results are robust to a battery of endogeneity checks, including examining the effect of CEO turnovers, using difference-in-difference models, and applying an instrumental variable approach. Overall, the results suggest that personal altruism of managers has a disciplining effect on corporate malfeasance in financial reporting. Subsequently, the next chapter addresses potential measurement error of personal managerial altruism and extends the research of the effect of CEO altruism on the readability of a firm’s annual financial report. Similar conclusions are obtained when proxying CEO altruism by five alternative measures other than CEO stock donations. Further, the results also show that financial reports are more comprehendible for firms with altruistic CEOs. Building on the theories of familiarity and self-efficacy, the second study investigates the relationship between CEO educational background in science and MBA degrees, and corporate environmental responsibility. Using a sample of S&P 1500 firms, this research conducts difference-in-difference analyses utilizing CEO turnovers to highlight the impacts of CEOs backgrounds on corporate environmental ratings and performance. The results show that science-educated CEOs take greater environmental risks rather than refraining from investing in environmental strengths which result in lower overall environmental CSR ratings. Conversely, CEO holdings MBA degrees outperform non-MBA CEOs in overall environmental CSR performance because MBA CEOs are more risk-averse in taking additional environmental risks. The overall findings document that CEO educational background may be a potent predictor of differences in corporate environmental engagement and performance.
Thesis (Ph.D.) -- University of Adelaide, Business School, 2019

The dichotomy posed by Mandel goes to the root of every corporate plan and every CEO's concern. Professional bodies like the All India Management Association and business collectivities like the various Chambers of Commerce have been grappling with this for decades now, and with very little success too. Given that, the CEO implements the desired organisational change it remains the task of the culture to sustain this change and make the organisation vibrant. Traditionally Indian organisations are hierarchically positivist and therefore the quality of leadership determines the form and content of the internal environment of the organisation. This chapter accordingly will not deal with a treatment of leadership but refer the reader to Geometry of HR (2002) and What Every MBA Should Know about HRM (2005). Instead, it will treat corporate culture building for global competitiveness on the line of Business Ethics and Corporate Governance (2011).

This chapter proposes an analysis of the social space inhabited by the CEOs and chairpersons of the top 100 Indian companies in 2012, using a Multiple Correspondence Analysis (MCA). The analysis aims to understand the internal divisions to be found in the field of economic power, by looking at the divisions along the lines of educational capital, inherited capital (family capital), caste and social capital (drawing on a network analysis of interlocking directorates). Our results point to a very peculiar structuration of the economic field: we find that credentialism has a very weak influence; there is a clear and massive cleavage between owners and managers of capital; social capital carries decisive weight; and the actors closest to the State apparatus occupy a marginal role. We argue that it is possible to identify three poles among business leaders: the multipositional family-business owners, the unipositional family-business owners, and the managerial galaxy.

A side-by-side comparison between the MKS On-Line MultiGas™ analyzer (MGA) and conventional continuous emissions monitoring systems (CEMS) was performed under various test rig operating conditions at Solar Turbines Incorporated (Solar). The CEMS used an array of single gas analyzers (SGA’s) to measure NOX, CO, CO2, O2 and UHC (unburned hydrocarbons). The MGA, which uses Fourier transform infrared (FTIR) spectrometry to make its measurements, simultaneously analyzed the exhaust stream for ten compounds: NO, NO2, CO, CO2, H2O, CH4, H2CO (formaldehyde), N2O, SO2, and NH3. Both dry and wet samples were collected using the MGA. The only calibration grade gas required was nitrogen, which was used as a zero (or purge) gas. Overall, the comparison between the CEMS and the MGA was very favorable, with the NO emissions within 0.1 ppmV (∼5%) and CO2 emissions within about 6% of each other. Larger differences were observed for NO2 and CO, but were most likely caused by sensor sensitivity range and sample handling problems with the in-house conventional CEMS.

We combined laser ablation inductively coupled plasma-mass spectrometry (LA-ICP-MS) with volume measurement by digital holographic microscopy (DHM) to determine the concentration of CeO2 nanoparticles in single lung epithelial cells.

Introduction u cours des deux derniers millénaires, il y a eu plusieurs façons de conserver, transmettre et même créer la connaissance ; la tradition orale, l’écrit manuscrit, l’écrit imprimé et l’écrit numérisé. La tradition orale et le manuscrit ont dominé pendant plus de 1400 ans, et ce, jusqu’à l’apparition du livre imprimé en 1451, résultant de l’invention mécanique de Gutenberg. Il faudra attendre un peu plus de 550 ans, avant que l’invention du support électronique déloge à son tour le livre imprimé, prenant une ampleur sans précédent grâce à la révolution numérique contemporaine, résultat du maillage des technologies de l’informatique, de la robotique et de la science des données. Les premières universités qui sont nées en Occident, au Moyen Âge, ont développé cette tradition orale de la connaissance tout en multipliant l’usage du manuscrit créant ainsi de véritables communautés de maîtres et d’étudiants ; la venue de l’imprimerie permettra la multiplication des universités où l’oral et l’écrit continueront de jouer un rôle déterminant dans la création et la transmission des connaissances même si le « support » a évolué du manuscrit à l’imprimé puis vers le numérique. Au cours de toutes ces années, le modèle de l’université s’est raffiné et perfectionné sur une trajectoire somme toute assez linéaire en élargissant son rôle dans l’éducation à celui-ci de la recherche et de l’innovation, en multipliant les disciplines offertes et les clientèles desservies. L’université de chaque ville universitaire est devenue une institution florissante et indispensable à son rayonnement international, à un point tel que l’on mesure souvent sa contribution par la taille de sa clientèle étudiante, l’empreinte de ses campus, la grandeur de ses bibliothèques spécialisées ; c’est toutefois la renommée de ses chercheurs qui consacre la réputation de chaque université au cours de cette longue trajectoire pendant laquelle a pu s’établir la liberté universitaire. « Les libertés universitaires empruntèrent beaucoup aux libertés ecclésiastiques » : Étudiants et maîtres, qu'ils furent, ou non, hommes d'Église, furent assimilés à des clercs relevant de la seule justice ecclésiastique, réputée plus équitable. Mais ils échappèrent aussi largement à la justice ecclésiastique locale, n'étant justiciables que devant leur propre institution les professeurs et le recteur, chef élu de l’université - ou devant le pape ou ses délégués. Les libertés académiques marquèrent donc l’émergence d'un droit propre, qui ménageait aux maîtres et aux étudiants une place à part dans la société. Ce droit était le même, à travers l'Occident, pour tous ceux qui appartenaient à ces institutions supranationales que furent, par essence, les premières universités. À la fin du Moyen Âge, l'affirmation des États nationaux obligea les libertés académiques à s'inscrire dans ce nouveau cadre politique, comme de simples pratiques dérogatoires au droit commun et toujours sujettes à révision. Vestige vénérable de l’antique indépendance et privilège octroyé par le prince, elles eurent donc désormais un statut ambigu » . La révolution numérique viendra fragiliser ce statut. En effet, la révolution numérique vient bouleverser cette longue trajectoire linéaire de l’université en lui enlevant son quasi monopole dans la conservation et le partage du savoir parce qu’elle rend plus facile et somme toute, moins coûteux l’accès à l’information, au savoir et aux données. Le numérique est révolutionnaire comme l’était l’imprimé et son influence sur l’université, sera tout aussi considérable, car cette révolution impacte radicalement tous les secteurs de l’économie en accélérant la robotisation et la numérisation des processus de création, de fabrication et de distribution des biens et des services. Ces innovations utilisent la radio-identification (RFID) qui permet de mémoriser et de récupérer à distance des données sur les objets et l’Internet des objets qui permet aux objets d’être reliés automatiquement à des réseaux de communications .Ces innovations s’entrecroisent aux technologies de la réalité virtuelle, à celles des algorithmiques intelligentes et de l’intelligence artificielle et viennent littéralement inonder de données les institutions et les organisations qui doivent alors les analyser, les gérer et les protéger. Le monde numérique est né et avec lui, a surgi toute une série de compétences radicalement nouvelles que les étudiants, les enseignants et les chercheurs de nos universités doivent rapidement maîtriser pour évoluer dans ce Nouveau Monde, y travailler et contribuer à la rendre plus humain et plus équitable. En effet, tous les secteurs de l’activité commerciale, économique, culturelle ou sociale exigent déjà clairement des connaissances et des compétences numériques et technologiques de tous les participants au marché du travail. Dans cette nouvelle logique industrielle du monde numérique, les gagnants sont déjà bien identifiés. Ce sont les fameux GAFAM (Google, Apple, Facebook, Amazon et Microsoft) suivis de près par les NATU (Netflix, Airbnb, Tesla et Uber) et par les géants chinois du numérique, les BATX (Baidu, Alibaba, Tenant et Xiaomi). Ces géants sont alimentés par les recherches, les innovations et les applications mobiles (APPs) créées par les partenaires de leurs écosystèmes regroupant, sur différents campus d’entreprises, plusieurs des cerveaux qui sont au cœur de cette révolution numérique. L’université voit donc remise en question sa capacité traditionnelle d’attirer, de retenir et de promouvoir les artisans du monde de demain. Son aptitude à former des esprits critiques et à contribuer à la transmission des valeurs universelles est également ébranlée par ce tsunami de changements. Il faut cependant reconnaître que les facultés de médecine, d’ingénierie et de sciences naturelles aux États-Unis qui ont développé des contacts étroits, abondants et suivis avec les hôpitaux, les grandes entreprises et l’administration publique et cela dès la fin du 19e siècle ont été plus en mesure que bien d’autres, de recruter et retenir les gens de talent. Elle ont énormément contribué à faire avancer les connaissances scientifiques et la scolarisation en sciences appliquées ..La concentration inouïe des Prix Nobel scientifiques aux États-Unis est à cet égard très convaincante . La révolution numérique contemporaine survient également au moment même où de grands bouleversements frappent la planète : l’urgence climatique, le vieillissement des populations, la « déglobalisation », les déplacements des populations, les guerres, les pandémies, la crise des inégalités, de l’éthique et des démocraties. Ces bouleversements interpellent les universitaires et c’est pourquoi leur communauté doit adopter une raison d’être et ainsi renouveler leur mission afin des mieux répondre à ces enjeux de la civilisation. Cette communauté doit non seulement se doter d’une vision et des modes de fonctionnement adaptés aux nouvelles réalités liées aux technologies numériques, mais elle doit aussi tenir compte de ces grands bouleversements. Tout ceci l’oblige à s’intégrer à des écosystèmes où les connaissances sont partagées et où de nouvelles compétences doivent être rapidement acquises. Le but de ce texte est de mieux cerner l’ampleur du défi que pose le monde numérique au milieu universitaire et de proposer quelques idées pouvant alimenter la réflexion des universitaires dans cette démarche d’adaptation au monde numérique. Or, ma conviction la plus profonde c’est que la révolution numérique aura des impacts sur nos sociétés et notre civilisation aussi grands que ceux provoqués par la découverte de l’imprimerie et son industrialisation au 15e siècle. C’est pourquoi la première section de ce document est consacrée à un rappel historique de la révolution de l’imprimerie par Gutenberg alors que la deuxième section illustrera comment les caractéristiques de la révolution numérique viennent soutenir cette conviction si profonde. Une troisième section fournira plus de détails sur le défi d’adaptation que le monde numérique pose aux universités alors que la quatrième section évoquera les contours du changement de paradigme que cette adaptation va imposer. La cinquième section servira à illustrer un scénario de rêves qui permettra de mieux illustrer l’ampleur de la gestion du changement qui guette les universitaires. La conclusion permettra de revenir sur quelques concepts et principes clefs pour guider la démarche vers l’action. L’université ne peut plus « être en haut et seule », elle doit être « au centre et avec » des écosystèmes de partenariats multiples, dans un modèle hybride physique/virtuel. C’est ainsi qu’elle pourra conserver son leadership historique de vigie du savoir et des connaissances d’un monde complexe, continuer d’établir l’authenticité des faits et imposer la nécessaire rigueur de la science et de l’objectivité.

Cette recherche rappelle opportunément l’importance mondiale des terres et territoires détenus par les communautés, leur importance pour la protection, la restauration et l’utilisation durable des forêts tropicales à travers le monde, ainsi que les lacunes critiques dans l’architecture du développement international qui ont jusqu’à présent sapé les progrès vers la reconnaissance légale de ces terres et territoires. Nos conclusions indiquent que les peuples autochtones, les peuples afro-descendants et les communautés locales détiennent et utilisent de manière coutumière au moins 958 millions d’hectares (mha) de terres dans les 24 pays examinés, mais qu’ils ont des droits légalement reconnus sur moins de la moitié de cette superficie (447 mha). On estime que leurs terres stockent au moins 253,5 gigatonnes de carbone (GtC), jouant ainsi un rôle vital dans le maintien des puits et réservoirs de gaz à effet de serre d’importance mondiale. Cependant, la majorité de ce carbone (52 %, soit 130,6 GtC) est stockée sur des terres et des territoires détenus par les communautés et qui n’ont pas encore été légalement reconnus.