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1
Beyerle, Theresa Susan. "THE ACCOUNTABILITY OF NONPROFIT EXECUTIVE DIRECTORS: THE PERFORMANCE APPRAISAL PROCESS." Akron, OH : University of Akron, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=akron1145296188.
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Dissertation (Ph. D.)--University of Akron, Dept. of Public Administration and Urban Studies, 2006.<br>"May, 2006." Title from electronic dissertation title page (viewed 10/11/2006) Advisor, Raymond W. Cox III; Committee members, Julia Beckett, Francois Doamekpor, Jennifer Alexander, Kathryn Feltey; Interim Department Chair, Charles B. Monroe; Dean of the College, Ronald F. Levant; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.
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Msomi, Duduzile. "Factors affecting women representation on boards of directors." Diss., University of Pretoria, 2006. http://hdl.handle.net/2263/23659.
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The objective of this report is to understand the factors that hinder and those that facilitate the representation of women on boards of directors in South African companies. The insights gained on the obstacles and facilitators in achieving greater representation of women on boards of directors will give companies and individuals actionable knowledge of the key success factors and strategies that can be applied to increase representation. A literature review was done in order to apply existing theory to the research problem. The researcher‟s objectives were to answer three research questions. The methodology for the research is then described. Qualitative research was used with the research instrument being in-depth interviews. Twenty three face-to-face interviews were held with board members, executive search companies, an organisation that trains boards of directors and a women‟s professional body, using a semi-structured questionnaire. Seven respondents completed the questionnaire only. Interviews were transcribed and content analysis performed on them to extract recurring themes related to the questions asked. The results of the interviews are then presented and interpreted. The findings are that there are no conscious or deliberate attempts to keep women out of the boardroom. The factors affecting women representation on boards of directors can be attributed to the interplay of historical and cultural factors that have resulted in women not being top of mind when appointing board members. Legislation is playing an effective facilitation role, but the extent of transforming this trend, in a meaningful way and not just to be compliant, in an equal opportunities environment in which South African companies presently operate, depends on the „natural diversity insights‟ (the natural consciousness to want to do the right thing) of the shareholders, chairpersons, CEOs and/or the nomination committees who play a huge role in either recommending or making the final decision on new board appointments.<br>Dissertation (MBA)--University of Pretoria, 2006.<br>Gordon Institute of Business Science (GIBS)<br>unrestricted
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Carter, Alison Jane. "Commissioning executive coaching for directors and senior managers." Thesis, Bournemouth University, 2002. http://eprints.bournemouth.ac.uk/292/.
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Executive coaches are a relatively new and high profile addition to the supplier ranks offering development services for directors and senior managers in the UK. There is a paucity of theory about executive coaching, despite its widespread purchase and use in practice. The research and thesis examines current practice from two different perspectives - suppliers and commissioners - in order to advance understanding of the issues that affect the commissioning of executive coaching for directors and senior managers. Being one of the first in an area has a number of implications for the research design. The research environment is the real world of commissioners from a number of organisations who are members of the IES Research Club (and its successor body an IES Research Network) and the real world of executive coaches themselves. The chosen iterative research approach of action research and co-operative inquiry involved collaborating with three different sets of practitioner co-researchers in shaping the nature of the research and reflecting upon what was being learned. A particular contribution to the knowledge about the subject is made in categorising, for the first time, what organisations hope to gain by commissioning executive coaching on behalf of their most senior employees. The thesis also explores the 'how' of the work of executive coaches through situated research in one organisational context where 17 directors were coached by three executive coaches, including the researcher. A model of the executive coaching process, from the coach's perspective, has been developed and is presented and described here. The model is a significant contribution to theory in the field.
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Siladi, Biserka. "The role of non-executive directors in corporate governance an evaluation /." Swinburne Research Bank, 2006. http://hdl.handle.net/1959.3/25900.
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Thesis (MBus) - Faculty of Business and Enterprise, Swinburne University of Technology, 2006.<br>This thesis is submitted in fulfillment of the requirements for the degree of Master of Business in the Faculty of Business and Enterprise, Swinburne University of Technology - 2006. Typescript. Includes bibliographical references (p. 113-125).
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Leon, Chung Monica. "Non-executive directors| environmental scanning in an enacted world." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133151.
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<p> Non-executive directors (NEDs) are external members of an organization’s board of directors. These directors’ most significant contribution arguably is found in the quality of their strategic insights, as they ostensibly bring a fresh perspective and set of experiences to acts of strategy and sense making. This study examined NEDs’ contribution to the environmental scanning phase of an organization’s strategic planning process. Data were gathered from a convenience sample of seven current NEDs. Findings indicated that the framing process used during the environmental scanning phase directly influenced how NEDs make sense of the environment. Additionally, NEDs were found to prefer an “objective” environment that is externally located. Finally, NEDs consciously appraise each other’s contribution to the overall discussion. Study findings were incorporated into a conceptual model. Future studies should use a larger sample of NEDs, including peers from the same boards and those from across multiple industries.</p>
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Lewchalermwongse, Niruncha. "The role of independent non-executive directors in Thailand : their own perception." Thesis, University of Aberdeen, 2010. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=131547.
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This research offers the perceptions of independent non-executive directors (INEDs) in Thailand of their roles and the way they cope with constraints such as family-concentrated ownership structures and asymmetric information problems. There has been scant prior research in this area. The researcher applied qualitative research techniques to understand what was in the interviewees’ minds. The semi-structured interview was employed because it allowed some flexibility while also providing some guidelines. The fieldwork data reveals that interviewed INEDs were aware of a board’s control role which, in theory, can be realised by nominating and remunerating top management; however, in practice they had no authority to do so due to the family-concentrated ownership of Thai firms. Ensuring compliance with laws and regulations was the actual controlling activity which they undertook. Another role perceived was a service role concerned with giving advice and counsel to management. Although the interviewees rarely got involved with planning and directing, they contributed their expertise to the board. Their service function also helped them to better fulfil a control role because an INED’s service role builds his credibility in the eyes of management. This allows them to gain access to better information about a company – a critical input of a control role. Therefore, a good relationship between executives and non-executives is an essential factor for INED’s effectiveness. i A proportion of outside directors on the board and a director’s independent background were not considered guarantees of board independence. Only an INED’s independence of mind matters. Such independence can be exercised by resigning in order to send a signal to the market and protect minority shareholders. The competencies and personal characteristics of INEDs and their motivations are other elements contributing to their effectiveness.
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Lipman, Trevor. "The role of the independent non-executive director in Australia." Doctoral thesis, Australia : Macquarie University, 2008. http://hdl.handle.net/1959.14/28880.
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Thesis (DBA)--Macquarie University, Graduate School of Management, 2008.<br>Bibliography: p. 275-289.<br>Company directors have been in existence for more than four hundred years. In the past, they were considered to be a necessary part of corporate existence, and were usually appointed to a board by the CEO or chairman. However, they were usually mates from the 'boys club' and gained their position from whom they knew, and not from what they were capable of contributing. The appointment of independent directors became more normal, as shareholders looked for a way to wrest control back from management. But what independent directors really do and why they are there is not widely understood. A review of the literature relative to independent directors has identified a gap in the knowledge. This gap is the role of the independent director when considered from a commercial aspect; that is, those who observe or write about independent directors. --This thesis has attempted to generate a theory of the role of the independent director through a review of the literature and a subsequent series of interviews. Grounded theory was the chosen methodology for analysing the data and formulating a theory of the role because it allows the researcher to ground the theory in the data instead of establishing a hypothesis and testing it. --The resulting theory is more complex than it first appears. It was found that the primary role of the independent director is to improve the performance of the board and the company. This role is impacted by a number of factors, the two most influential being the information that is available to the independent directors, and the position of the company. This second factor is defined as the size of the company, where it is in its life cycle, and whether it is experiencing any significant change. --These findings enable a number of recommendations to be made to improve policy and practice, recognising the impact of information and company position on the ability of independent directors to contribute positively. It also raises several areas of further study to continue to refine the understanding of the role of the independent nonexecutive director in Australia. These include, among others, investigating the role from other viewpoints such as the board chair or company secretary, or researching the link between company position and information available to independent directors.<br>Mode of access: World Wide Web.<br>xiii, 303 p. ill
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Mustapha, Mohd Zulkhairi. "Determinants of executive directors' remuneration among Malaysian public listed companies." Thesis, Cardiff University, 2012. http://orca.cf.ac.uk/33131/.
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Directors’ remuneration has been subjected to continuous study by researchers in different fields such as accounting, management, human resource and psychology. Accounting scholars primarily based their research on agency theory. Recent papers focused on the affect of corporate governance on the determination of directors’ remuneration. This study aims to investigate the effect of three main variables on directors’ remuneration – corporate governance variables, human capital attributes and firm performance. The study controls the effect of firm size, type of industry, leverage, diversification and location. 417 (50%) Malaysian public listed companies were selected using stratified random sampling for three years period from 2004 to 2006. Only non-financial companies are included in the sample because financial companies are subjected to different set of regulations in Malaysia. Using multiple regression method, it is found that seven corporate governance variables are significantly related to directors’ remuneration. The study shows that board size, CEO-chairman duality role, proportion of independent directors and proportion of interlocking directors in the board are significantly related to directors’ remuneration. Proportion of non-executive directors in the board, percentage of indirect directors’ shareholding and percentage of block holders’ shareholdings are found to be negatively related to directors’ remuneration. Of the three human capital attributes studied, only executive directors’ average age and tenure are found to be significantly related to the level of directors’ remuneration. No evidence was found to conclude the role of qualification towards level of directors’ remuneration. The model used was tested for its robustness using different set of alternative measures for some of its key variables. Corrections were also made to address other common problems associated with multiple regression such as outliers, non-normality of residuals, heteroscedasticity and multicollinearity. Finally, the study extends the analysis by running fixed effect model in order to control for firm specific effects. There are few discrepancies between the pooled regression model and fixed effect model result but this may be caused by little variation over time among governance variables. Finally, the findings further supports the agency theory by showing that, among Malaysian companies, performance still plays significant role in determining rewards for its directors
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El-Sayed, Nader Mahmoud. "An examination of executive directors' remuneration in FTSE 350 companies." Thesis, University of Exeter, 2013. http://hdl.handle.net/10871/14025.
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Issues as to the suitability of executive compensation packages have obtained an ever increasing profile in recent years. Whilst there has been quite extensive empirical investigation of pay-performance sensitivity, the framework of performance-pay has received less attention in the literature and examination to date. Besides this - whilst there has been a quantum of investigation of relationships between compensation and performance, there has been less focus on case study based analysis. In this context, the current study makes a twofold contribution to the examination of executive directors’ remuneration in FTSE 350 companies. First, this research aims to empirically investigate linkages between the nature and amount of compensation packages and company performance with a particular focus on examining the extent of interrelationships between pay and performance over a ten year period from 1999 to 2008. Within the scope of a variety of theoretical perspectives, this deductive study puts a focus on addressing the question of whether managerial compensation is the greater influence on firm performance or whether it is the latter which has the greater influence on the former. Second, this study seeks to qualitatively add to the relevant literature by means of a longitudinal case study of remuneration at UK based major multi-national company, BP, over a ten year period from 2001 till 2010. Within the context of a variety of theoretical and institutional perspectives, this inductive study explores, by means of investigation of BP’s Directors Remuneration Reports, the role of the BP remuneration committee in setting the mechanisms and structures which determine the nature and extent of executive remuneration packages at BP and considers the wider generalisability of the findings therefrom. Overall the current study utilises a mixed methods approach via a combination both quantitative and qualitative modes of analysis – an approach which is relatively rare in the discipline of research into corporate governance and related issues. The outcomes from the empirical work show evidence of the presence of dual positive associations between executive compensation and company performance. However, the results do indicate that executive compensation is more influential in its effect on firm performance than the framework of performance-related pay. This finding is interpreted as lending support to the stewardship and/or tournament theories as to underlying drivers of executive remuneration in comparison with agency theory, represented by agent-principal or managerial hegemony perspectives, as an explanatory of the construction of executive remuneration and the link with firm performance. Similar to prior literature, the empirical findings indicate that equity-based compensation is more robust in the linkage with firm performance than cash pay dominated packages. However, the results showed that the existence of remuneration committees in general reveals insignificant and negatively related to total CEO/executive remuneration. This finding highlights therefore the need to put a focus on the actual role of compensation committee in setting the type and extent of executive pay packages in a large UK company. The outcomes from the archival case study also suggest that it is difficult to find significant support for a pure agency theory approach whereby shareholders seek to align their interests directly with those of their managers as a driver of executive compensation packages. There is more evidence suggestive of a managerial power/hegemony perspective which is heavily mediated by the presence of powerful non-executive directors and the institutional presence of the remuneration committee. Perhaps the most significant aspects to emerge from the case study are the importance of personal relationships and power at boardroom level. Beyond this the inferences of the supplementary content analysis conducted specifically on the Directors Remuneration Reports are suggestive of a focus on overall BP performance rather than on the specific activities and achievements of individual executive directors. In conclusion, the findings of the present study provide a wealth of detail both quantitative and qualitative as to the manner in which executive remuneration has been set in the UK in recent years and as to linkages both with corporate performance and underlying theories of the determinants of executive remuneration. As such it sheds light on an area of importance and one of continued private and public concern and may be of interest to those responsible for governance within firms and to wider public and regulatory interest as well as future researchers in the field.
10
Gibbs, David. "Non-executive directors' self-interest : fiduciary duties and corporate governance." Thesis, University of East Anglia, 2014. https://ueaeprints.uea.ac.uk/49712/.
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The board of directors at a company usually comprises both executive and non-executive directors. Their role is to run and direct the company for its benefit since it is incapable of acting by itself. Where there is a separation of ownership and control it is recognised that there is a risk that those in control may use their power for self-interested means. Attention is often focused on the executive directors and how legal controls and governance mechanisms can reduce the possibility of self-interest in the performance of their functions. However, seldom are non-executives the focus of this problem yet they are playing an increasingly important role in the running and governance of the company. This thesis is an investigation in to whether the legal rules and governance mechanisms are suitable in reducing the possibility of self-interest amongst non-executive directors. The study uses multiple directorships as a proxy for non-executive self-interest to demonstrate whether the controls and incentives are suitable. It begins by examining the nature of a nonexecutive’s fiduciary liability to the company focusing on the nature and purpose of the duty to identify when and why the duty is owed. Identifying the nature and purpose of the duty will allow the thesis to demonstrate that existing authority and academic literature on the scope of a non-executive’s fiduciary duty is an unsuitable interpretation based on the company’s current objects and reanalyses it from the perspective of the non-executive’s undertaking on the board. Whilst the analysis concludes that this interpretation would offer a suitable scope in deterring self-interest the thesis continues by examining the enforcement of fiduciary duties by considering the new statutory derivative claim. This analysis reveals that enforcement is low and may reduce the deterrence the fiduciary duties themselves might have. With low levels of enforcement the thesis turns its attention to ex ante incentives, particularly corporate governance mechanisms, which can “nudge” the non-executive in to acting for the benefit of the firm. This analysis contains a review of the corporate governance theories and an empirical study to identify the ways non-executive self-interest may be reduced. The theoretical analysis considers the ways boards may be structured to reduce the potential for self-interested behaviour. Using multiple directorships as a proxy for self-interest the empirical analysis provides evidence as to whether they are in fact perquisite consumption and identifies possible means of control. It is considered herein that there are insufficient controls and incentives on non-executive behaviour, which may lead to increased self-interest to the detriment of the company.
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Faust, Pamela June. "The characteristics of effective Executive Directors in Nonprofit Arts Organizations." Connect to resource, 2000. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1152214016.
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Omobolaji-Epoyun, Jennifer. "The role of non-executive directors in Nigerian listed companies." Thesis, University of Huddersfield, 2016. http://eprints.hud.ac.uk/id/eprint/30248/.
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The literature on corporate governance reveals an emphasis on board characteristics and firm performance. The role of the NED is examined under board roles. The concept NED effectiveness is considered as part of board effectiveness revealing a lack of clarity of what distinguishes NED roles from board roles. The literature suggests that a consideration of board roles and effectiveness ultimately covers the purpose of NEDs. The research examined the roles of NEDs in listed companies in Nigeria. The research method utilised in this study was the semi structured interview method. Forty directors and company secretaries were interviewed for the research. The findings of the research revolves around five constructs namely board effectiveness, convergence or divergence with corporate governance principles, NED effectiveness, NED roles and power. The NED requires power to perform their roles, as a result their effectiveness as individuals and a group is restricted to, the weight of influence they carry and exhibit in board room deliberations. The NED is thus hindered by challenges such as information asymmetry. The findings also reveal that, collaboration and team work is crucial for NED and board effectiveness. The different director functions may create hierarchy in the board room. However, a board climate which encourages organisational, rather than performance hierarchy may increase cohesiveness in the board room. The findings reveal that understanding and team work are crucial for successful completion of board tasks. This is because NED roles are not independent of board functions. The findings reveal that Nigerian NEDs in listed companies apply corporate governance best practices. The Nigerian listed companies have separated the roles of the CEO from that of the chairman. This suggests that listed company boards are most likely independent. However, Nigerian NED’s are faced with the challenge of not having adequate company information, through which they can perform their roles. Interestingly, majority of the participants in this research seemed to agree that information asymmetry was the greatest challenge faced by Nigerian NEDs. However, the EXEC participants did not agree with the idea that, Nigerian NED’s do not receive adequate information to perform their roles. As a result, the research indicates that NED’s play more of a supervisory and supportive role in the board room. Furthermore, it reveals that Nigerian listed companies may comply with local and international best practices. However, the notion of board room independence is not enshrined in listed companies in Nigeria. The research findings also indicate that, the Nigerian institutional environment restricts the practice of good corporate governance. Furthermore, the control and monitoring role of Nigerian NEDs has been restated by the EXECs and the corporate environment. The findings indicate that Nigerian listed boards use private and public company meetings to create a front and influence shareholders and stakeholders’ perceptions of directors and the company. Furthermore Nigerian directors use impression management strategies to influence the different actors in the company. There are rare occasions where, stakeholders control the impression management process and this leads a break in the frame and director accountability. The overall key finding of this research is that the findings five constructs are intertwined and are necessary ingredients for NED and board effectiveness.
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Tomkoria, Amita. "Parallel networks and opportunities for women directors." Diss., Connect to the thesis, 2006. http://hdl.handle.net/10066/589.
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Siladi, Biserka, and n/a. "The role of non-executive directors in corporate governance : an evaluation." Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060907.120343.
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Corporate governance has become an increasingly topical issue in recent years. This
has been fuelled by such corporate collapses as Enron, Worldcom, Parmalat, One.Tel
and HIH. The role and responsibility of the board and directors has emerged as an
important issue in examining the cause of these collapses. This has created much
debate on what the role of the directors is in 'directing', 'monitoring' or 'advising' a
company.
Research indicates that investors are prepared to a pay a premium for good
governance. This raises a number of questions. What is governance? How do we
determine what is good governance? What role do directors have in this? Does the
company's performance improve by adopting good governance practices?
There are numerous approaches to examining what makes a good board. Quantitative
techniques have included the use of such measurable concepts as the number of
executive and non-executive directors, directors' skill base (for example,
accountancy, marketing etc) and frequency of meetings attended. Researchers have
also attempted to measure board performance and effectiveness by using indicators
such as share values and shareholder returns.
There is a lack of qualitative research in board behaviour and effectiveness. This
exploratory study adopts a qualitative approach in order to provide richer data. It uses
interviews to evaluate directors' views on some aspects of corporate governance,
specifically in relation to the executive and non-executive director debate. The
interviews were conducted with 11 directors from a variety of organizations in the forprofit
and not-for-profit sectors.
Two major themes have emerged from the analysis of the interviews. Firstly, directors
are traditionally considered to be responsible for maximising shareholder wealth.
However, directors are now expected to broaden their responsibilities to include other
stakeholders and to consider social and environmental issues in making their
decisions. The findings indicate that it is now more demanding to be a director due to
increased workloads arising from the regulatory and legal requirements. This has also
impacted on director and board evaluations, multiple directorships and directors
remuneration levels.
The second major theme that emerged from this study is that directors' personal
experiences did not necessarily concur with governance principles and guidelines. For
example, the widely recommended method of achieving 'best practice' by having a
majority of non-executive directors on a board is considered too simplistic.
Further studies are required on the behavioural and personality traits, technical skills
of the directors, board structure, composition and type of organization which make the
best contribution to achieving boardroom effectiveness.
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Stiles, Philip. "The roles and responsibilities of boards of directors in large UK companies." Thesis, University of London, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364786.
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Daoud, Omar Fakhri Iskandar. "A model for the role and effectiveness of the non-executive directors." Thesis, University of Leicester, 2013. http://hdl.handle.net/2381/28634.
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The subject of this thesis is the role and the effectiveness of the role of non-executive directors. The main objective of the thesis is to create a legal model that applies to the nonexecutive directors and enhances their role, in order to achieve the corporate governance goals including controlling the management of the company, reducing agency costs and mitigating the problems arising from the separation of ownership and control. The thesis critically analyses the role of non-executive directors by using the different ‘hard law’ and ‘soft law’ sources applicable to the non-executive directors, and by referring to major corporate governance theories related, such as the separation of ownership and control, and the agency costs. The analysis found that the corporate governance reforms do not enhance the role and the effectiveness of the role of the non-executive directors, as the reforms focus on the structure of the board directors and the appointment of independent non-executive directors, but do not deal efficiently with the actual performance of the non-executive directors. The thesis proposes a legal model to apply to non-executive directors which ensures the quality of the actual work of the non-executive directors. The proposed legal model takes in consideration that modern corporate governance role of the non-executive directors and provides an enforcement method through a panel specialized in the cases regarding the non-executive directors.
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Clatterbuck, Byron James. "Corporate governance in P.R.C. equity joint ventures : the activities and roles of boards and their directors in Sino-Western equity joint ventures /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19669021.
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Wahlsten, Joakim, and Anish Hindocha. "Non-executive directors : a case study of four UK banks from 2005-2009." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15082.
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Schmedding, Teresa M. Bentley Clyde H. "Newspaper management training and attitudes a survey of managing editors and human resource directors on management training and attitudes toward management in newspapers /." Diss., Columbia, Mo. : University of Missouri--Columbia, 2009. http://hdl.handle.net/10355/5363.
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The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Title from PDF of title page (University of Missouri--Columbia, viewed on December 31, 2009). Thesis advisor: Dr. Clyde H. Bentley. Includes bibliographical references.
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Burgess, Zena, and res cand@acu edu au. "Experiences and Influences of Women Directors." Australian Catholic University. School of Psychology, 2003. http://dlibrary.acu.edu.au/digitaltheses/public/adt-acuvp30.29082005.
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The present research provides the first analyses of Australian women directors from the perspective of social identity theory. The overall objective of the research program is to confirm the validity of social identity theory to the study of women on corporate boards and in doing so, add to the limited knowledge regarding successful women directors. An aim of the research was to identify factors that are significant in the social identity of women who are successful directors of corporate boards. These factors were revealed through a longitudinal study (over six years) of changes in the demographic characteristics of the women and their board positions. Factors were revealed through their perceptions of their effectiveness as an ostensibly minority (female) board member. Similarities in stereotyped attitudes to men and women board directors confirmed their status as an ingroup member. Through identification of significant factors in women’s success as board directors it is hoped to assist both individual women who are striving for success on corporate boards and organisations who wish to make more effective use of women on their boards. Five studies examined various aspects of women directors’ experiences and influences through three survey instruments that were used to collect data over a period of six years. A survey design allowed the gathering of detailed data on a variety of items thought to be relevant to women’s experiences of being directors and allowed the data collected to be oriented to a theoretical framework. Thus, a survey design was deemed superior to common alternatives of analysis of archival company annual report data or re-analysis of data collected by executive search companies for a study of corporate directors. A survey of 572 Australian women directors in 1995 identified many characteristics of women directors. A profile of a typical Australian women director was constructed and compared to international research on women directors covering a similar period (e.g., Burke, 1994b; Catalyst, 1993; Holton, Rabbets & Scrivener, 1993). An examination of differences between the characteristics of executive and nonexecutive women directors confirmed that the two director roles could be perceived as distinct groups. A further survey of the women six years later examined changes in their characteristics and board experiences. Of the 298 women who had agreed to follow-up research, 59 surveys were returned as no longer at the same address, 23 women indicated that they were no longer on a corporate board, and 32 were current corporate directors. Changes in the women’s profiles that the directors had attained through increased board memberships and more central board roles were interpreted as indicators of success. Based on research by Cejka and Eagly (1999), similarities and differences in stereotypical attitudes of men and women directors were examined in relation to social identity theory. Factors in nonexecutive women directors’ identification as board directors, their perceptions of their ability to contribute as board directors, and their behaviour as a board directors were assessed by measures from Karasawa (1991) and Westphal and Milton (2000). The present research program demonstrated the value of social identity theory as a vehicle for understanding Australian women director’s experiences on corporate boards. For the present research, social identity theory provided insights into how successful Australian women directors perceive themselves and other members of their ingroup of board directors. By contributing to a deeper understanding of successful women directors, it is hoped that a greater number of women will be able to successfully join ingroups of board directors, thereby breaking down the barriers to women.
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Tomás, Tânia Sofia Bento. "Os administradores não executivos das empresas cotadas na Euronext Lisbon : uma abordagem empírica." Master's thesis, Instituto Superior de Economia e Gestão, 2011. http://hdl.handle.net/10400.5/4329.
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Mestrado em Contabilidade, Fiscalidade e Finanças Empresariais<br>Sendo os escândalos financeiros e as falências empresariais uma realidade cada vez mais frequente na nossa sociedade, o papel desempenhado pelos administradores não executivos nos Conselhos de Administração das empresas torna-se ainda mais importante para a resolução desta problemática, uma vez que estes procuram o alinhamento de interesses entre os accionistas e os gestores. Pretende-se com este estudo identificar quais os factores que determinam o grau de representação dos administradores não executivos no Conselho de Administração das empresas cotadas na Euronext Lisbon e analisar o impacto que a sua presença tem na remuneração dos administradores e no desempenho da empresa. Para tal, recolheu-se um conjunto de dados sobre o funcionamento destas empresas num período de quatro anos. Os nossos resultados sugerem que a dualidade do CEO e a adesão ao PSI20 reduzem a percentagem de não executivos presente nos Conselhos de Administração enquanto a dimensão do Conselho tem um efeito positivo. Constatamos, ainda, que estes administradores não estão a cumprir o seu papel de controlo no que diz respeito à política remuneratória e ao desempenho da empresa.<br>Being the financial scandals and corporate bankruptcies an increasingly common reality in our society, the role played by non-executive directors on companies Boards is becoming more critical for the resolution of this problem, since they aim to align the interests between shareholders and managers. This study intends to identify which factors settle the representation degree of non¬executive directors on the Board of Directors of companies listed on Euronext Lisbon and analyze the impact of their presence has on directors compensation and in firm performance. In order to achieve this, we gathered a set of data about these companies functioning for a period of four years. Our results suggest that the CEO duality and adherence to PSI20 reduce the percentage of non-executives on the Boards while the size of the Board has a positive effect. Finally, we observe that these managers are not fulfilling its controlling role with regard to remuneration policy and firm performance.
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Condric, Tomislav, and Katarina Tomic. "Pension benefits of executive directors : A comparative study of general retailers between 2006-2010." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Redovisning och finansiering, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18102.
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Several recent corporate governance scandals relate to non-disclosure or high amounts of pension benefits given to executive directors. The lack of disclosure and transparency has gained pensions benefits greater attention as a significant part of the total remuneration received by executive directors. Due to the associated problems there is a greater need for better disclosure and in turn heightened transparency towards shareholders. This qualitative case study focuses on general retailers in Sweden and the United Kingdom. Due to the lack of research five general retailers from respective country were chosen to be examined and compared during 2006-2010. The aim is to examine the disclosure of individual pension benefits of executive directors and the development in levels of pension benefits in the following general retailers Bilia, Clas Ohlson, Debenhams, Dunelm Mill, Fenix Outdoor, Halfords, JD Sports Fashion, Kappahl, Mekonomen and N Brown Group. The findings show that the majority of general retailers have complied with their respective corporate governance code during 2006-2010. The level of disclosure has differentiated, where UK general retailers have a higher level of individual disclosure. The development in levels of pension benefits has shown that there are higher amounts of pension benefits in Swedish general retailers. A negative trend in the development of the Chief Executive Officers amounts of pension benefits has mainly been present in 2007-2009. Reversal of the negative trend came in the last year of the case study. No distinctive trends were found in the development of pension benefits for all other executive directors.
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Sam, Michael P. "Patterns of organizational politics in national sport organizations, accounts and perceptions of executive directors." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0003/MQ46275.pdf.
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White, Laura Johanna. "Executive leadership in international organisation : a case study of WTO Directors-General (1995-2013)." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/executive-leadership-in-international-organisationa-case-study-of-wto-directorsgeneral-19952013(d7b0d74b-580c-4b01-80c4-37fcae82e2a0).html.
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The thesis explores the nature of executive leadership in international organisation. Executive leadership is often praised or blamed for outcomes in international agencies, and yet, the disciplinary literature fails to incorporate the executive head into institutional analyses of politics, power, and change over time. The thesis aims to address this lacuna and the role of executive leadership by analysing if and how it matters in international politics. The thesis draws on a composite literature from other areas of political research to establish what is known. A review of the literature and prevailing approaches to leadership studies reveals that an overwhelming majority of scholarship relies on exclusively structural or agential accounts of leadership. This somewhat determinist literature has distorted the limited knowledge on the nature of executive leadership in international organisation. Approaches that focus on agency-based explanations argue that executive heads matter greatly. Approaches that utilise structure to interpret executive leadership find that it matters little, if at all. Rejecting these narrow frameworks, the thesis uses a dialectical approach, supported by critical realism, to analyse four cases of executive leadership in the World Trade Organization to address the research questions and lacuna. The case studies draw on over 70 years of multilateral trade governance to reveal a set of core and subsidiary findings about politics, power, executive leadership, and change over time. The thesis argues that executive leadership matters, but that how it matters is contingent on the executive head and the circumstances of their term. By incorporating the executive head into the disciplinary literature, the thesis argues politics, power, and change over time can be more accurately understood.
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Pires, António do Nascimento. "O exercício da autonomia nas escolas secundárias da RAM: as representações dos presidentes dos conselhos executivos/directores." Master's thesis, Universidade da Madeira, 2009. http://hdl.handle.net/10400.13/153.
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Partindo da experiência decorrente da implementação do Decreto Legislativo
Regional nº 21/2006/M que adaptou à Região Autónoma da Madeira o modelo nacional
consignado no Decreto-Lei nº 115-A/98, pretende-se com este trabalho averiguar qual a percepção que os Presidentes dos Conselhos Executivos/Directores têm relativamente ao
exercício, áreas e grau de autonomia das escolas com ensino secundário desta Região
Autónoma.
Utilizando uma metodologia de características qualitativas e quantitativas,
recorremos à pesquisa documental, ao inquérito por questionário e à entrevista como instrumentos de investigação.
Este trabalho é constituído por duas partes.
Na primeira, dedicada à fundamentação teórica/revisão da literatura, pretende-se
acompanhar a evolução e afirmação da autonomia, partindo de sistemas de administração centralizados e burocratizados que foram dando lugar a formas mais descentralizadas e abertas à participação dos cidadãos. No domínio da educação, a descentralização e a autonomia ganharam expressão a partir da década de 80 do Século XX, que por força da legislação publicada inicia um período marcado por um discurso que realça as virtudes da gestão centrada nas escolas, num percurso, porém, pouco linear, onde sobressaem as contradições entre o decretado e o construído.
A segunda parte deste trabalho, dedicada à parte prática, permite-nos concluir que
globalmente as escolas da Região são vistas pelos seus presidentes/directores como
bastante autónomas, sentindo-se mais autonomia nos domínios Estratégico, Organizacional e Pedagógico e menos autonomia nos domínios Curricular, Financeiro e Administrativo. O reforço da participação da comunidade, maior protagonismo do Conselho da Comunidade
Educativa e das estruturas de gestão intermédia e um maior aproveitamento das
potencialidades da legislação, são aspectos a melhorar na implementação do modelo
regional de administração e gestão das escolas.<br>Orientador: Henrique da Costa Ferreira
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Markham, James. "CEO entrenchment versus boards of directors performance is not all that matters to turnover /." Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 172 p, 2009. http://proquest.umi.com/pqdweb?did=1654492691&sid=1&Fmt=2&clientId=8331&RQT=309&VName=PQD.
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Žilková, Alena. "Corporate Governance." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-11230.
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Definition and basic theoretic information about Corporate Governance of big industry company Description and Analyse of corporate Management, the functions of Top Management Members, their role in relationship to owners / shareholders (describtion of used tools for internal control of government, investment and tools for financial analyses)
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Jodwana, Thembinkosi Anthony Vincent. "Corporate governance for sustainable development : implications for non-executive directors and the management accounting function." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/807.
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This paper will discuss the role that corporate governance can play in promoting sustainable development. Sustainable development is discussed in relation to three things: • Current development which does not result in the damage and destruction of the environment to the detriment of future inhabitants of this planet. This paper will discuss the role that corporate governance can play in promoting sustainable development. Sustainable development is discussed in relation to three things: • Current development which does not result in the damage and destruction of the environment to the detriment of future inhabitants of this planet.
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Laframboise, Charles. "The autonomy of executive directors of selected national sport governing bodies in performing their duties." Thesis, University of Ottawa (Canada), 1988. http://hdl.handle.net/10393/5215.
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Lee, Roy. "Do NASPAA standards for accreditation matter? : perceptions of executive directors in the State of Texas /." View online, 2006. http://ecommons.txstate.edu/arp/117/.
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Asafo-Adjei, Marang Akua. "Regulation of executive directors remuneration in South Africa : the road to achieving good corporate governance." Master's thesis, University of Cape Town, 2015. http://hdl.handle.net/11427/15188.
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The purpose of this dissertation is thus to evaluate the extent to which the existing legal and regulatory instruments in South Africa have effectively regulated director’s remuneration as a means of ensuring that those in control are accountable to the owners and do not remunerate themselves excessively with the owners’ money. The research will embark on a comparative analysis with international jurisdictions being Australia and the United Kingdom with the objective of determining how these countries have regulated executive director remuneration and the lessons that South Africa can learn from them. Lastly, the research will provide recommendations on how the existing framework s can be improved to ensure adequate and effective regulation of executive director remuneration.
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Card, Michael Andrew. "Creating your job : leadership, executive succession and strategy formation by state agency directors in Ohio /." The Ohio State University, 1992. http://rave.ohiolink.edu/etdc/view?acc_num=osu1271714344.
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Ng, Johnny Sai Chun. "Independent non-executive directors in family-controlled listed companies in Hong Kong : a qualitative study." HKBU Institutional Repository, 2018. https://repository.hkbu.edu.hk/etd_oa/578.
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Following the growing emphasis on the monitoring role of independent directors in the board of directors in the stock exchanges of Western developed countries, companies listed on the Hong Kong Stock Exchange are required to appoint independent non-executive directors (INEDs) representing at least one-third of their boards under the Listing Rules. Unlike those Western developed capital markets where listed companies are widely held, most listed companies in Hong Kong are controlled and managed by families. This means realistically, INEDs of those family-controlled listed companies can only be appointed to the boards with the support from the controlling owners. Under such circumstances, the INEDs' ability to monitor the performance of the management of those companies independently is put in doubt. This thesis intends to conduct a qualitative study using phenomenological approach to explore and understand the role and effectiveness of INEDs in family-controlled listed companies in Hong Kong based on the INEDs' lived experiences. The study is the first of its kind in the Hong Kong corporate governance research arena, as research studies on corporate boards and directors have often adopted a quantitative approach, using only publicly available archival data without in-depth discussions with the subjects on their real experience and views on their jobs. Accordingly, issues related to directors in family-controlled listed companies that require in-depth discussions with these directors are impossible to be addressed by such research approach. Through semi-structured interviews with INEDs of companies listed in Hong Kong, this thesis has contributed to the existing knowledge and literature in the research on INEDs and corporate governance in family businesses and provide useful hints and ideas to practitioners, listed companies, investors, regulators and policy-makers.
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Fleming, Arron Scott. "An Experimental Investigation of Select Remunerative Factors in the "Pay-For-Performance" Paradigm." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/30093.
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This dissertation presents the results of three experimental research studies investigating factors within the executive compensation process and the effects these factors have on the pay-for-performance paradigm. The first study examines the influence of individual anchoring and the effects of private versus public decisions upon compensation awards by subjects role-playing as either an outside CEO or a non-CEO director. Research results show that subjects anchor to personal pay levels, CEO subjects shield the focal CEO from declining compensation when performance is below average, and that this phenomenon is mitigated when the individual director-subject decision is deemed to be made public. The shielding of compensation is consistent with Social Comparison Theory in that the CEO-subjects identify to and protect the CEO by limiting negative compensation awards of the CEO, and thus, representing an agency cost.
The second study examines affect as an influencing factor on individual decision makers in the compensation setting process. Results are consistent with Prospect Theory in that, in the absence of a tangible payoff, personal affect is the outcome monitored and used by individuals in the decision process in the determination of a gain or loss. Using personal pay and personal performance as anchors for subjects role-playing as directors
on the compensation committee, results indicate that subjects make decisions to
maximize (minimize) positive (negative) affect in compensation awards to the focal CEO. The findings suggest that although individual anchors may interact and add to the complexity of the decision process, the outcomes are consistent with Prospect Theory.
The third study examines group decision making as compared to individual decisions when making compensation awards. Results show that in a committee of individuals where a majority of beliefs is present, group polarization occurs and the compensation results are exaggerated as compared to the individual beliefs. The findings also suggest, though, that the appointment of a leader as chair of the committee, either in the majority or minority view, has a moderating effect on the group outcome. These results highlight the potential for agency costs in the group decision process that may be found in the executive compensation-setting environment.
Overall, these results add to the knowledge of factors affecting executive compensation. These studies provide evidence that individual anchors, individual performance, individual affect, and the group decision process may add to agency costs and be contributing factors in the imperfection of the pay-for-performance paradigm.<br>Ph. D.
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Grosvold, Johanne. "Where are all the women? : institutional context and the prevalence of women on the corporate board of directors." Thesis, University of Bath, 2009. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.507230.
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Bhardwaj, Sneh. "Manifestation of token behaviours on corporate boards; a qualitative study." Thesis, Federation University Australia, 2021. http://researchonline.federation.edu.au/vital/access/HandleResolver/1959.17/183609.
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As boards are central to organisational performance, an ineffective board functioning has long remained a matter of concern among corporate governance researchers, board practitioners, policy makers and the media not only in India – the context of this study – but also across the regions of Asia-Pacific, Africa, Europe, and the Americas. An important aspect of boards’ ineffective working concerns directors’ token board behaviours. This debate in corporate governance circles however continuously adheres to a gender/minority-focused approach, attributing token board behaviours to the gender of minority directors on corporate boards (i.e., women directors). The study aims to examine, firstly, the selection process and criteria for corporate board directors’ appointments in India. Secondly, this thesis examines how the quota appointees are being recruited, integrated, and treated by corporate boards in India, to explain the ensuing participation of quota appointees. The third contribution is (from the third and fourth study aims) a more nuanced explanation of token board behaviours of Indian men and women directors (beyond the commonplace explanation of token board behaviours based on the number of minority directors on corporate boards) from an in-depth examination of directors’ board conduct. The research draws on three theories. Firstly, the resource dependence theory (RDT) lens is used to review the literature on board appointments. RDT supports an argument that board composition impacts board processes, dynamics, and culture, and vice versa. Secondly, the token theory, which identifies the inclusion of minority groups as a perfunctory gesture, is used as a putative explanation for effective/ineffective board participation of directors. Thirdly, the institutional theory is applied to examine the findings related to directors’ quota-based board appointments in response to institutional pressures, namely, coercive, normative, and mimetic. An interpretative phenomenological approach informs this study’s research design. I developed four research questions and, to answer these, conducted twenty-seven semi-structured interviews with Indian board directors to obtain first-hand narration of lived experiences in this context. The findings indicate that a majority of directors consider the pre-, during and post-meeting board dis-engagement, impaired board culture, poorly structured board processes, lacunae in director selection including those of the law-supported women directors and board inexperience of directors as determinants of token behaviour on boards, rather than attributing this understanding to the gender of board minorities alone. These results provide an enhanced understanding of token behaviours manifested by board directors. In so doing, new proposals for restructuring directors’ selection processes, quota law’s implementation, directors’ board roles and boards’ internal functioning are offered. The research has implications for regulators, companies, and governments attempting to enhance the corporate governance effectiveness of corporate boards by putting an end to directors’ token behaviours.<br>Doctor of Philosophy
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Simões, Orlanda Maria Carvalho. "Educadora de infância e presidente do conselho executivo : estudo de caso." Master's thesis, Universidade de Aveiro, 2007. http://hdl.handle.net/10773/998.
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O Decreto – Lei nº 115-A/98 de 4 de Maio, utilizando uma discriminação positiva, veio chamar para a gestão das escolas, em tipologia de agrupamento,primeiro horizontal e depois vertical, dois níveis de ensino que até entãoestavam mais distantes e isolados dos outros níveis seguintes: a educação de infância e o primeiro ciclo do ensino básico. Assim, foi criada,a abertura necessária para a possibilidade de uma melhor e mais adequada articulaçãoentre os diversos níveis de ensino, permitindo um maior conhecimento, detodos, do trabalho desenvolvido por cada um. No entanto, tantos anos deisolamento, se garantiram à educação pré-escolar o desenvolvimento de profícuas relações com as comunidades locais, afastaram-na das lides mais formais da administração e gestão das escolas. Saber se a inevitável falta detraquejo e experiência nestas áreas condiciona o acesso destes profissionais, habitualmente mulherese frequentemente mães, à presidência da gestão foi uma questão que se colocou inicialmente à autora, desencadeandoposteriormente, o desejo de conhecer e estudar a singularidade de umaprofissional em educação de infância que assuma a presidência de um conselho executivo de um agrupamento de escolas.
O estudo foi realizado num agrupamento vertical em que a educadora deInfância, mulher e mãe de três filhos, assume as referidas funções há sete anos lectivos, em dois conselhos executivos e uma comissão executiva instaladora.
A metodologia utilizada pela autora foi qualitativa, tendo optado peloestudo de caso com realização de entrevistas, acrescida de análise documental, seguida de análise de conteúdo para tratamento e sistematização dos dados recolhidos.
ABSTRACT: The Decree-Law nº 115-A/98, of May 4th, by employing positive discrimination, called to schoolmanagement two teaching levels that had until then been moredistant and isolated from the other levels: kindergarten and primary schooleducation. In this way, the necessary opening of possibilities for a better andmore adequate articulation between thedifferent teaching levels was created, allowing for a better understanding, by all, of the work carried out by eachprofessional. Nevertheless, so many years of isolation, although they haveafforded kindergarten education the development of valuable relationships with families and local communities, have distanced it from the more formal tasks ofschool administration and management. Finding out if the inevitable lack ofpractice and experience in these areas conditions the access of theseprofessionals, usually women and frequently mothers, to the position of head ofa school was a question that was initially considered by the author, and thatlater brought about the wish to get to know and study the particular case of afemale kindergarten teacher that holds the position of director of a group of schools.
The study was carried out in a group of schools in which the kindergartenteacher, wife and mother of three children, held the position mentioned for thelast seven school years, in three different mandates, and was recently electedfor another three-year mandate.
The author employed a qualitative research methodology, and opted for a casestudy, in which interviews, document analysis and then content analysis wereundertaken, to analyse and systematize the data obtained.
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Desombre, Terence Robert. "The role and preparation of Executive Nurse Directors in the new National Health Service (post 1990)." Thesis, University of Reading, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.388394.
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Waters, Thomas Franklin. "Correctional leadership: A national survey of executive directors of state-operated adult and juvenile correctional systems." Diss., The University of Arizona, 1992. http://hdl.handle.net/10150/186012.
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Though correctional leadership issues have been approached by some, few, if any, studies have focused exclusively on the directors of the state operated juvenile and adult correctional systems, and none have focused on the topics of vision, leadership, and rehabilitation with this group. A forty-two item mail questionnaire was used to collect data from the directors of state operated adult and juvenile correctional systems in the United States. Results from this study provided answers and insights to nine research questions: (1) What is the correctional policy model of choice for directors of state correctional systems? (2) What do directors of state correctional systems perceive as the major function of the correctional system? (3) What predictions do directors of state correctional systems have regarding the future of corrections in their states? (4) What do directors of state correctional systems perceive as the major issue in corrections? (5) Do the directors of state correctional systems believe that any treatment intervention "works" with offenders? (6) By what process are directors of state correctional systems selected for their positions? (7) What do directors of state correctional systems believe is the public opinion regarding knowledge of, and support for, the criminal justice system in their state? (8) Who do directors of state correctional systems perceive as being the most influential person(s) in their state concerning correctional issues? (9) What are the similarities and differences in perceptions and opinions of directors of state adult and juvenile correctional systems regarding correctional issues? In conclusion, the correctional management and correctional academic communities were asked to consider a list of fourteen specific recommendations for enhancing correctional leadership and research.
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Faghani, Mahdi. "Chief Executive Officer Remuneration and the ‘Two-Strikes’ Rule of Australia." Thesis, Griffith University, 2016. http://hdl.handle.net/10072/365255.
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Over the past two decades, executive remuneration has been a topic of considerable controversy. The perceived inability of boards of directors to set optimal executive pay, together with the revelation of corporate scandals and subsequent collapse of high-profile companies, has fuelled intense public debates about executive pay. Regulators here and abroad have been forced to address these growing concerns. With the view to improving the accountability of executive pay and to restraining ‘excessive’ executive pay, Australia introduced the Corporations Amendment (Improving Accountability on Director and Executive Remuneration) Act 2011, with effect from 1 July 2011. Unlike previous legislation, under which shareholders’ votes on remuneration reports were non-binding, this new ‘say on pay’ (SOP) legislation, widely known as the ‘two-strikes’ rule in Australia, has specific and predictable consequences. Under this new rule, the board of directors (except the chief executive officer) of a firm listed on the Australian Securities Exchange may potentially face re-election if the remuneration report receives 25% or more ‘no’ votes at the Annual General Meeting in two consecutive years.<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>Griffith Business School<br>Griffith Business School<br>Full Text
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Ellingson, Dee Ann Hetland. "Board composition and the use of accounting measures : the effect on the relation between CEO compensation and firm performance /." Diss., This resource online, 1996. http://scholar.lib.vt.edu/theses/available/etd-06062008-154716/.
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Bascue, Dale W. "Leading with excellence an orientation for the executive board of the Wyoming Southern Baptist Convention /." Online full text .pdf document, available to Fuller patrons only, 2001. http://www.tren.com.
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Gunetilleke, Halpege Walter. "Role of non-executive directors in corporate governance in the context of the codes on corporate governance." Thesis, University of Greenwich, 2009. http://gala.gre.ac.uk/6498/.
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This thesis investigates the role of the Non-Executive Directors (NEDs) of the listed companies in the Alternative Investment Market (AIM) in the UK. Literature review on general theoretical framework on corporate governance and on the role of NEDs shows that there is a paradoxical compliance, that is the implementation of the statutory and non-statutory codes on corporate governance to minimise the corporate governance problems such as exploitation of the assets of shareholders by the management, corporate collapses, accounting frauds and so on yet the same problems emerging again and again. Therefore, the re-examination of the role of NEDs was identified as the intellectual problem for this thesis. A review into the existing research methodologies and research methods led to understand the need to design a research methodology for replication in the same research context or another research context to ensure reliability and validity of the research methodology and methods selected. Two research methods were chosen to collect data that is content analysis and postal questionnaire survey. The main theoretical framework used in this research is the Role Theory. The goal of this research is to understand the role of the NEDs in the context of the implementation of the non-regulatory Codes on Corporate Governance. The aim is to design the research methodology only after making a review into the strengths and weaknesses of the existing research methodologies into the role of the NEDs. The objective is to execute the same with a view to identify a model on the role of NEDs useful for the corporate sector in Sri Lanka. Thesis argues the rational of explaining the role of the NEDs in several categories such as strategy, advice, monitoring and service in previous research. This research finds a multiple number of tasks of NEDs as well as diversity among the tasks. Further it argues that the role of NEDs is conditioned by the expectations of the stakeholders as well as with their own cognitive disposition. Thesis contributes to knowledge in number of ways namely: (1) role of NEDs in AIM companies, (2) a review of general theoretical framework on corporate governance in the context of the implementation of non-regulatory codes on corporate governance, (3) a review of corporate governance experience in Sri Lanka and (4) some methodological developments for the content analysis technique namely use of Chi square test statistics to prove the protection of two properties of content analysis that is mutual exhaustiveness and mutual exclusiveness. Subject to several limitations arising from the inherent weaknesses in sampling and data collection, thesis certainly makes a contribution to understand the role of the NEDs in the modern corporation as well as to design a model on the role of NEDs in Sri Lanka which is planning to implement a non-regulatory code on corporate governance.
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Melcher, David J. "Public versus private an investigation of Berks County's human service agencies' executive directors; attitudes regarding management styles /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1996. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1996.<br>Source: Masters Abstracts International, Volume: 45-06, page: 2951. Typescript. Abstract precedes second title page. Includes bibliographical references (leaves 107-110).
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Boxer, Rosemary Jane. "Differing perceptions of non-executive directors' roles in privately owned United Kingdom small and medium-sized enterprises." Thesis, University of Brighton, 2010. https://research.brighton.ac.uk/en/studentTheses/8141f27f-9835-414f-ba2a-2ff8b56cfb05.
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This thesis explores differences in the role of non-executive directors (NEDs) in small and medium-sized enterprises (SMEs): between the literature and SME practice and between the perceptions of SME NEDs and their managing directors (MDs). The explanation of these differences contributes to a richer understanding of the development of NED role trust in UK SMEs, identified as a gap in our understanding. Extending earlier research by Berry and Perren, the thesis makes a contribution to knowledge by developing a theory to explore and explain the temporal and contextual nature of the dyadic relationship between NEDs and MDs in SMEs.
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Fortuna, Marianne G. "Boardroom Cultural Governance: An Examination of the Beliefs and Values of Board Directors and Executive Management in U.S. Based Multinational Corporations (MNCs)." Digital Archive @ GSU, 2012. http://digitalarchive.gsu.edu/bus_admin_diss/11.
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In the evolving global economy, boardroom governance has forged an increasing influence on what transpires in corporations today. Within the boardroom, expectations of board directors and executive management (key actors) have shifted dramatically due to the financial failures (i.e., Enron and WorldCom, etc.) and the ensuing global financial crisis in the 2000s. The belief is that these directors and managers contributed greatly to these crises (Boerner, 2011). Consequently, there is a growing appeal to study boardroom governance and the roles of board directors and executive managers, not from a structural description, but rather from a behavioral perspective. In the literature, corporate governance structural framework is well informed while the behavioral framework is lacking. Often referred to as a black box, board behavior is not well understood because board processes are not easily observed nor are researchers readily invited to do so (Barratt & Korac-Kakabadse, 2002). There is therefore a clear call for studies to examine the black box of boardroom governance (Erakovic & Overall, 2010; Lockhart, 2010; Huse et al, 2011). Recognizing this demand, an examination of the beliefs and values of the board directors and executive managers in their boardroom culture, was undertaken as the starting point to open the black box of boardroom governance.
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Toscano, Roberta. "Board members’ attitudes to CEO arrogance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/23055.
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As a CEO assumes an important role in an organization, his or her personality, with emphasis on arrogance, may affect a multitude of board members’ attitudes. This study gauges the effect of CEO arrogance on board members’ attitudes, which includes the engagement; cohesiveness; collaboration; job satisfaction; consensual decision making and desirability of the CEO. This investigation drew from existing literature that personality traits affect a leaders’ effectiveness in terms of group performance and followers’ satisfaction (Avolio, Gardner, Walumbwa, Luthans&May, 2004). Through experimental design, actual board meetings were simulated and CEO arrogance was manipulated, mainly by adapting the indicators from the Arrogance Scale in the Workplace developed by Johnson et al. (2010). Experiments were conducted in samples of MBA students and senior management consultants of roughly similar demographics. The findings confirmed that CEO arrogance has a detrimental effect on all the board members’ attitude. Arrogance accounted for almost 60 per cent of the board members’ attitudes ratings. This study is confirms that an arrogant CEO negatively affects the board member dynamics which are essential in maintaining an effective board. This urges the organizations to acquire non-arrogant CEOs to improve the organisation’s productivity. Alternatively, an organization can consider alternatives to dilute a CEO’s arrogance.<br>Dissertation (MBA)--University of Pretoria, 2012.<br>Gordon Institute of Business Science (GIBS)<br>unrestricted
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Passon, Shannon Reeves Jennifer. "Moving up or moving out new job demands, ability to cope and burnout among television news producers and executive producers /." Diss., Columbia, Mo. : University of Missouri--Columbia, 2009. http://hdl.handle.net/10355/6536.
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The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Title from PDF of title page (University of Missouri--Columbia, viewed on November 20, 2009). Thesis advisor: Jennifer Reeves. Includes bibliographical references.
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Clatterbuck, Byron James. "Corporate governance in P.R.C. equity joint ventures: the activities and roles of boards and their directors inSino-Western equity joint ventures." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266460.
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King, Roger. "Two essays on corporate finance : the impact of independent non-executive directors and the longevity of family control /." View abstract or full-text, 2006. http://library.ust.hk/cgi/db/thesis.pl?FINA%202006%20KING.
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