Log in

Relevant bibliographies by topics / Founder-CEO / Journal articles

To see the other types of publications on this topic, follow the link: Founder-CEO.

Journal articles on the topic 'Founder-CEO'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Founder-CEO.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

2

Shabbir, Aiza, and Shazia Kousar. "Impact of founder CEO and CEO ownership on entrepreneurial orientation, moderating role of CEO narcissism." Asia Pacific Journal of Innovation and Entrepreneurship 13, no. 2 (2019): 153–67. http://dx.doi.org/10.1108/apjie-10-2018-0057.

Full text

Abstract:

Purpose This study aims to explore the moderating impact of narcissism overload on the relation between founder CEO and entrepreneurial orientation (EO) in registered private schools of Pakistan. Design/methodology/approach Data were collected through a stratified random sampling method with the help of previously validated questionnaires. A sample of 121 replies was gathered for analysis. SPSS has been used to find the results. Findings Results depict that CEO narcissism moderates the relation between founder CEO and EO and does not moderate the relationship between and CEO ownership and EO. Originality/value Many studies focused on the founder personality characteristics (such as generalized self-efficacy or locus of control) are not directly observed, but rather inferred their effect indirectly. The study contributes to examine how the founder CEO variable interacts with CEO personality to influence EO. This study will propose a practical approach to investigate whether and how the narcissism constructs moderate the founder CEO–EO relationship. Direct association between stock ownership and EO will also be examined.

APA, Harvard, Vancouver, ISO, and other styles

3

Fahlenbrach, Rüdiger. "Founder-CEOs, Investment Decisions, and Stock Market Performance." Journal of Financial and Quantitative Analysis 44, no. 2 (2009): 439–66. http://dx.doi.org/10.1017/s0022109009090139.

Full text

Abstract:

AbstractEleven percent of the largest public U.S. firms are headed by the CEO who founded the firm. Founder-CEO firms differ systematically from successor-CEO firms with respect to firm valuation, investment behavior, and stock market performance. Founder-CEO firms invest more in research and development, have higher capital expenditures, and make more focused mergers and acquisitions. An equal-weighted investment strategy that had invested in founder-CEO firms from 1993 to 2002 would have earned a benchmark-adjusted return of 8.3% annually. The excess return is robust; after controlling for a wide variety of firm characteristics, CEO characteristics, and industry affiliation, the abnormal return is still 4.4% annually. The implications of the investment behavior and stock market performance of founder-CEO firms are discussed.

APA, Harvard, Vancouver, ISO, and other styles

4

Leone, Andrew J., and Michelle Liu. "Accounting Irregularities and Executive Turnover in Founder-Managed Firms." Accounting Review 85, no. 1 (2010): 287–314. http://dx.doi.org/10.2308/accr.2010.85.1.287.

Full text

Abstract:

ABSTRACT: This study tests the hypothesis that founder CEOs are less likely to be fired than non-founder CEOs when accounting irregularities are disclosed. We also examine whether CFOs are more likely to shoulder the blame when the CEO is a founder. Using a sample of 96 newly public firms with accounting irregularities, and a control sample of similar newly public firms, we document that the probability of CEO (CFO) turnover in the wake of an accounting irregularity is lower (higher) when the firm's CEO is also a founder. The difference in CEO turnover rates is dramatic, with nonfounder CEOs turning over at a rate of 49 percent, as compared to only 29 percent for founder CEOs. Our overall findings are consistent with the notion that the board's response to irregularities differs when the CEO is a founder.

APA, Harvard, Vancouver, ISO, and other styles

5

Hsieh, Chialing, Vivek Pandey, and Hongxia Wang. "Executive compensation of immigrant-founder firms in the USA." International Journal of Managerial Finance 15, no. 4 (2019): 546–63. http://dx.doi.org/10.1108/ijmf-09-2017-0197.

Full text

Abstract:

Purpose The purpose of this paper is to examine CEO compensation in immigrant-founder firms vs CEO compensation in non-immigrant-founder firms. Design/methodology/approach Univariate and multi-variate tests are implemented. CEO compensation is designed as a function of the origin of a firm’s founder (immigrant or native), executive characteristics and firm characteristics with firm and year fixed effect regressions. CEO compensation is measured with cash pay, equity-based pay and total compensation. Findings CEOs of immigrant-founder firms receive higher equity-based compensation and higher total pay than CEOs of non-immigrant-founder firms and the levels of their equity-based and total compensation are contingent upon their stock ownership. CEOs in high-growth immigrant-founder firms receive higher stock-based pay than their counterparts in non-immigrant-founder firms. Immigrant-founder family firms compensate their CEOs with higher equity-based pay than immigrant-founder non-family firms. Practical implications The paper provides some explanations on the success of immigrant-founder firms. CEO compensation designs in immigrant-founder firms can be adopted in other firms. Social implications The paper provides some rationale for immigration legislation to encourage the talented to come to the USA and start their business in the USA. Originality/value This paper is the first to study executive compensation practice in immigrant-founder firms. The findings provide some practical and policy implications on immigration reform.

APA, Harvard, Vancouver, ISO, and other styles

6

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

7

Sutrisno, Paulina, Sidharta Utama, Ancella Anitawati Hermawan, and Eliza Fatima. "Founder and Descendant vs. Professional CEO: Does CEO Overconfidence Affect Tax Avoidance in the Indonesia Case?" Economies 10, no. 12 (2022): 327. http://dx.doi.org/10.3390/economies10120327.

Full text

Abstract:

This study aims to test whether the founder or descendants of CEOs have differences from professional CEOs in influencing the relationship between CEO overconfidence and tax avoidance. Overconfident CEOs have strong incentives to avoid taxes. However, the role of the founder or descendant CEOs is expected to mitigate the relationship between the CEO’s overconfidence and tax avoidance. This study used a sample of non-financial companies listed on the Indonesia Stock Exchange in 2012–2019 and tested random effect panel data. The results of this study show that CEO-led companies that are overconfident are more driven to tax avoidance. Meanwhile, the relationship between CEO overconfidence and tax avoidance is not influenced by the presence of a descendant, founder, or professional CEO. Indonesia as one of the countries that adheres to a two tier governance system, the founder or descendant CEO is not the only significant actor in the company but based on the upper echelon theory that role of the entire company management team that influences the company’s policy strategy. This study provides implications for developing the literature regarding the relationship between CEO overconfidence and tax avoidance. However, the relationship between CEO overconfidence and tax avoidance is not influenced by the presence of the founder, descendant, or professional CEO. Likewise, this research is useful for investors, creditors, and regulators in paying attention to the characteristics of the CEO in making decisions.

APA, Harvard, Vancouver, ISO, and other styles

8

Lee, Joon Mahn, Dalee Yoon, and Steven Boivie. "Founder CEO Succession: The Role of CEO Organizational Identification." Academy of Management Journal 63, no. 1 (2020): 224–45. http://dx.doi.org/10.5465/amj.2017.0091.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

10

Shekshnia, Stanislav. "Founder-CEO succession: the Russian paradox." European J. of International Management 2, no. 1 (2008): 39. http://dx.doi.org/10.1504/ejim.2008.016927.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Shirokova, Galina, Gina Vega, and Dmitri Knatko. "Crossing the threshold from founder management to professional management in Russian firms." International Journal of Entrepreneurial Behavior & Research 21, no. 1 (2015): 76–106. http://dx.doi.org/10.1108/ijebr-05-2014-0092.

Full text

Abstract:

Purpose – The purpose of this paper is to bring together a strategic choice perspective and an institutional perspective in order to address the key research questions: how do Russian founder-CEOs perceive the institutional environment when succession issues are taken into consideration?; how do the perceived characteristics of different formal and informal institutions affect the founder-CEO’s decision to delegate authority to a professional CEO?; and what are the main barriers to founder-CEO succession in threshold firms in emerging markets such as Russia? Design/methodology/approach – Using a data set of 500 entrepreneurial companies from fast growing industries in Russia, the paper defines and studies threshold firms and analyses how various perceived characteristics of the institutional environment in emerging markets influence the likelihood of transition from founder management to professional management. Findings – Institutional factors such as poor security of property rights and dependence of the business on relationships with government officials have a negative impact on the likelihood of founder-CEO succession in threshold firms in emerging markets. At the same time, the perception of contract law as insecure increases the likelihood of transition from founder management to professional management. Originality/value – Most research on initial succession deals with internal organisational factors and does not consider external environments and their influence on founder-CEO departure and willingness to exit from company management. This study is unique in its focus on the external environment and institutional factors and their impact on management transitions in threshold firms in emerging economies.

APA, Harvard, Vancouver, ISO, and other styles

12

Conte, Francesca, Alfonso Siano, and Agostino Vollero. "CEO communication: engagement, longevity and founder centrality." Corporate Communications: An International Journal 22, no. 3 (2017): 273–91. http://dx.doi.org/10.1108/ccij-10-2015-0062.

Full text

Abstract:

Purpose The purpose of this paper is to analyse the engagement of chief executive officers (CEOs) in corporate communication and focus on how their approach to communication develops in relation to the longevity of their tenure. The paper also explores how founder centrality is linked to the objectives of CEO communication and the CEOs’ use of personal social media. Design/methodology/approach The paper brings together the relevant literature from different disciplines, related to leadership communication, CEO longevity and founder centrality, and reveals a number of unexplored issues. Four research questions were defined and an exploratory survey was carried out, involving 93 CEOs from large companies located in Italy. Findings The results show that CEOs are strongly engaged in institutional communication. Short-tenured CEOs seem more engaged in building and consolidating relationship networks with specific stakeholders (customers and employees), while long-tenured CEOs tend to be more involved in institutional and financial communications. Research limitations/implications Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed to substantiate the suggested links between engagement in communication activities and longevity. The study highlights the managerial and communication skills that CEOs must be provided with during their corporate tenure, thus suggesting the need to further examine the “life cycle” of CEO communication activities. Originality/value The paper sheds light on CEO communication dynamics. It is the first of its kind in the Italian context, where some factors, such as longevity of tenure, seem to play an important role in shaping corporate communication objectives and activities.

APA, Harvard, Vancouver, ISO, and other styles

13

Jayaraman, Narayanan, Ajay Khorana, Edward Nelling, and Jeffrey Covin. "CEO founder status and firm financial performance." Strategic Management Journal 21, no. 12 (2000): 1215–24. http://dx.doi.org/10.1002/1097-0266(200012)21:12<1215::aid-smj146>3.0.co;2-0.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Picken, Joseph C. "From founder to CEO: An entrepreneur's roadmap." Business Horizons 60, no. 1 (2017): 7–14. http://dx.doi.org/10.1016/j.bushor.2016.09.004.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Kongkaew, Tharitsaya, Supa Tongkong, and Sungworn Ngudgratoke. "Moderating Effects of Founders’ Role on the Influence of Internationalization on IPO Performance of Listed Companies in Thailand." International Journal of Financial Studies 9, no. 3 (2021): 37. http://dx.doi.org/10.3390/ijfs9030037.

Full text

Abstract:

Previous research suggests that internationalization affects initial public offering (IPO) performance in the short term, but it less is known about the founders’ role in the relationship between internationalization and IPO performance. The objectives of this study were to investigate moderating effects of the founders’ role on the impact of internationalization on IPO performance of newly listed companies. The samples included 80 international firms listed in Thailand stock markets from 2013 to 2020. Multiple regression analysis was employed to test the effects of internationalization on IPO performance, and the PROCESS macro was applied to test the moderating effects. Founder CEO as a proxy of a founders’ role was a moderator variable where internationalization was a predictor variable and IPO underpricing, a proxy of IPO performance, was the outcome variable. The results revealed that internationalization demonstrated no statistically significant effect on IPO underpricing. A non-founder CEO had a moderating effect on the influence of internationalization on IPO underpricing, whereas a founder CEO revealed no moderating effect. Specifically, internationalization had a negative effect on IPO underpricing once an international firm had a non-founder CEO. A decrease in IPO underpricing of international firm is clearly explained by the results of this study.

APA, Harvard, Vancouver, ISO, and other styles

16

Gamra, Atika Ben, and Dorra Ellouze. "Family Ownership and Accrual-Based Earnings Management: Evidence from Tunisia." Asian Academy of Management Journal of Accounting and Finance 17, no. 1 (2021): 93–124. http://dx.doi.org/10.21315/aamjaf2021.17.1.4.

Full text

Abstract:

The aim of this paper is to investigate the effect of family shareholding and chief executive officer (CEO) characteristics on earnings management. We use panel data for a sample of 37 Tunisian non-financial listed firms over the period 2007–2017. We contribute to the literature on corporate governance in family firms by testing the effect of the presence of a family or a founder CEO on earnings management in Tunisia. Our results show that the family ownership and the presence of a family CEO (either founder or not) are positively and significantly associated with earnings management practices. These findings suggest that families’ dominance with a significant equity stake and a CEO position under control leads to an entrenchment effect resulting in poor earnings reporting quality.

APA, Harvard, Vancouver, ISO, and other styles

17

Honjo, Yuji, and Masatoshi Kato. "Are founder-CEOs resilient to crises? The impact of founder-CEO succession on new firm survival." International Small Business Journal: Researching Entrepreneurship 40, no. 2 (2021): 205–35. http://dx.doi.org/10.1177/02662426211050794.

Full text

Abstract:

This article explores whether new firms managed by founder-chief executive officers (CEOs) are more likely to survive than those managed by successor-CEOs in times of crisis. Drawing on the concept of ‘resilience’ to adversity, we argue that founder-CEOs increase the likelihood of new firm survival, especially in times of crisis. Using a sample of Japanese firms founded during the 2003–2010 period, we examine the impact of founder-CEO succession on new firm survival. The analysis shows that new firms managed by founder-CEOs are less likely to liquidate than those managed by successor-CEOs, especially during the 2008–2009 financial crisis. This suggests that founder-CEOs are more resilient to crises than successor-CEOs. In contrast, new firms managed by successor-CEOs are more likely to exit via merger than those managed by founder-CEOs, regardless of macroeconomic conditions. These findings are robust after controlling for the endogeneity of CEO succession.

APA, Harvard, Vancouver, ISO, and other styles

18

Wu, Chao, Rongjie Lv, and Youzhi Xue. "Slap or clap? Impact of controversial governance practice on media coverage." Kybernetes 49, no. 2 (2019): 554–77. http://dx.doi.org/10.1108/k-03-2019-0139.

Full text

Abstract:

Purpose This study aims to examine the impact of controversial governance practices on media coverage under a specific context. Based on the attribution theory, this study develops a theoretical framework to explore how antecedent factors can influence attribution process under a particular cultural context. Design/methodology/approach This paper presents a behavioral view of the media and corporate governance to demonstrate how media attributes different reasons for the same controversial governance practice in Chinese-specific context. Using 1,198 non-state-owned listed company observations in China as the study sample, cross-section data are used to build a multiple linear regression mode to test hypotheses. Findings The analysis indicates that the media imposes fewer penalties on founder-CEO firms than on non-founder-CEO firms for engaging in controversial governance practices, such as CEO compensation. CEO tenure negatively moderates the effect of CEO compensation on negative media coverage in non-founder-CEO firms. The positive media bias evidence for founder-CEO firms exists only when the firm is better performed. Social implications This study’s contribution to the governance literature starts with its logical reasoning of basic assumptions in the agency theory, and that media penalty will arise when managers impose actions that against interests of shareholders or other stakeholders. This study shows that the rule is not always true. The findings also bridge the connection of governance literature and reputation literature to better explain how media can act as a social arbitration role. Originality/value This study provides insights into how belief and information of reputational evaluators affect attribution consequences on controversial governance practices. Moreover, this study looks beyond the internal elements and focuses on China’s traditional cultural context as well. Specifically, the authors concentrate on the attribution process by showing the importance of evaluators’ framing tendency with regard to controversial practices. The results extend the knowledge about how conformity makes media coverage shows a bias effect on interactions during the evaluation process.

APA, Harvard, Vancouver, ISO, and other styles

19

Ellis, Jerry. "Good Stuff Cheap." New England Journal of Entrepreneurship 3, no. 1 (2000): 5–8. http://dx.doi.org/10.1108/neje-03-01-2000-b001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Sariol, Ana, and Keshab Acharya. "Does Founder-CEO Leadership Discourage Intensive Corporate Restructuring?" Academy of Management Proceedings 2018, no. 1 (2018): 18574. http://dx.doi.org/10.5465/ambpp.2018.18574abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Feng, Ying. "Does Founder CEO Succession Always Lead to Changes?" Academy of Management Proceedings 2020, no. 1 (2020): 18663. http://dx.doi.org/10.5465/ambpp.2020.18663abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Mousa, Fariss-Terry, William J. Ritchie, and Richard Reed. "Founder-CEO board involvement and optimal IPO valuation." Management Decision 52, no. 3 (2014): 642–57. http://dx.doi.org/10.1108/md-02-2013-0088.

Full text

Abstract:

Purpose – The purpose of this paper is to extend governance research in the small business context by examining the moderating influence of top executive involvement on the board of directors on market valuation. Design/methodology/approach – Drawing on a sample of initial public offering (IPO) high-tech firms engaged in late-stage funding, the study uses stepwise regression to test board involvement moderation effects. Findings – Primary market investors reward governance structures that limit founder power. Originality/value – The current study introduces the notion that optimal market valuation depends not only on whether a CEO-founder governs the firm, but also on level of involvement on the board of directors.

APA, Harvard, Vancouver, ISO, and other styles

23

Tang, Yi, Jiatao Li, and Yu Liu. "Does Founder CEO Status Affect Firm Risk Taking?" Journal of Leadership & Organizational Studies 23, no. 3 (2015): 322–34. http://dx.doi.org/10.1177/1548051815623736.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Tao, Qizhi, Fei Shen, Yingying Shao, and Guowei Li. "Steward Effects of Target Founder-CEO in Takeovers." Emerging Markets Finance and Trade 54, no. 9 (2018): 2117–35. http://dx.doi.org/10.1080/1540496x.2017.1418657.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Sorenson, John. "An Interview with Siew Te Wong." Brock Review 12, no. 1 (2011): 197–201. http://dx.doi.org/10.26522/br.v12i1.349.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Lee, Kin-Wai, Cheng-Few Lee, and Gillian Hian-Heng Yeo. "Does CEO Power Affect the Association Between CEO Compensation and Tangible Assets Impairments?" Review of Pacific Basin Financial Markets and Policies 24, no. 01 (2021): 2150005. http://dx.doi.org/10.1142/s0219091521500053.

Full text

Abstract:

This paper examines the association between CEO compensation and tangible long-lived assets impairment. We find that the level of CEO compensation is negatively associated with the tangible long-lived assets impairment charges. We also document that in firms with CEOs who have more decision-making power, the negative association between CEO compensation and tangible long-lived assets impairment charges is mitigated. Specifically, the negative association between CEO compensation and tangible long-lived assets impairment charges is less pronounced (1) when CEO chairs the board, (2) when CEO is the founder of the firm, (3) when the CEO is involved in the director selection process, and (4) when overall board independence is low.

APA, Harvard, Vancouver, ISO, and other styles

27

Chatterjee, Anindita, and Deepti D. Hazarika. "Corporate Governance Deviance: A Case Study of Infosys." South Asian Journal of Business and Management Cases 9, no. 2 (2020): 247–58. http://dx.doi.org/10.1177/2277977920905282.

Full text

Abstract:

The major organizational transformation journey of Indian software bellwether firm, Infosys, from 2014 until 2017 under the leadership of first non-founder member is captured in this case study. The entrepreneurial ambitions and zeal to grow through organic and inorganic moves saddled with lack of cognizance of corporate governance resulted in deviance leading to turmoil followed by the resignation of the CEO. The company values, the roles of founder members, institutional investors, shareholders and other aspects came under the scanner to understand the reasons behind the corporate governance deviance. Dilemma Though the company got a clean chit against the corporate governance deviance charges, the conflict between the board of governors and founders, particularly the ex-CEO continued which culminated into the resignation of the CEO. What are the roles of founder members, board of governors, institutional investors and shareholders in case of corporate governance deviance? Theory: Models of Corporate Governance Type of the case: Decisional, applied Protagonist: CEO of the firm Options After obtaining clean chit against the corporate governance deviance charges, the CEO could have continued. Instead he decided to resign. Discussions and Case Questions Why the chairman of the board was indecisive in questioning the CEO undertaking deviant business practices? Why were the founders not happy with the ‘non-transparent’ way in which the board had decided to raise Dr Sikka’s annual compensation package from US$7.08 million to US$11 million even when it was linked with the company’s progress towards ‘Vision 2020’? What kind of risk did the founders saw in the appointment of the wife a sitting minister in the Indian government as an independent director? Why the board decided to give a generous severance package to ex-CFO without the approval of the chairperson of Nominations and Remuneration Committee?

APA, Harvard, Vancouver, ISO, and other styles

28

A Towart, Laura. "How can the personal discovery process evolve personalized medicine? An interview with Laura Towart." Personalized Medicine 16, no. 6 (2019): 435–37. http://dx.doi.org/10.2217/pme-2019-0087.

Full text

Abstract:

Laura is the Founder and CEO of My Personal Therapeutics, a London-based digital health company offering the most advanced personalized cancer therapeutics. She is also the Founder and former CEO of Celmatix, a leader in diagnostics and predictive analytics for female infertility and women's health. She is a graduate of the Weill Cornell Graduate School of Medical Sciences and Memorial Sloan Kettering Cancer Center's Doctoral program and received a Certificate in Bioinformatics. She holds a BS/BA in Biology/English from The George Washington University. Besides being passionate about personalized medicine, she enjoys exploring the world with her children Julian, Valentina and Delphine.

APA, Harvard, Vancouver, ISO, and other styles

29

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

30

Donaghy, Miriam. "New mothers' mental health needs." British Journal of Midwifery 30, no. 3 (2022): 128–29. http://dx.doi.org/10.12968/bjom.2022.30.3.128.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Feng, Ying. "Founder CEO Succession as Symbolic Management in Chinese Firms." Academy of Management Proceedings 2017, no. 1 (2017): 13384. http://dx.doi.org/10.5465/ambpp.2017.13384abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Mahapatra, Gopal P. "Interview with Dileep Ranjekar, Founder CEO, Azim Premji Foundation." South Asian Journal of Human Resources Management 1, no. 2 (2014): 257–66. http://dx.doi.org/10.1177/2322093714549293.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Wasserman, Noam. "Founder-CEO Succession and the Paradox of Entrepreneurial Success." Organization Science 14, no. 2 (2003): 149–72. http://dx.doi.org/10.1287/orsc.14.2.149.14995.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Raisinghani, Mahesh S. "An Interview with Mir Ali CEO/Founder of CRMG." Journal of Information Technology Case and Application Research 9, no. 2 (2007): 76–80. http://dx.doi.org/10.1080/15228053.2007.10856113.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Khalil, Samer K., Jeffrey R. Cohen, and Gregory M. Trompeter. "Auditor Resignation and Firm Ownership Structure." Accounting Horizons 25, no. 4 (2011): 703–27. http://dx.doi.org/10.2308/acch-50061.

Full text

Abstract:

SYNOPSIS This paper investigates whether the likelihood of auditor resignations and the associated stock market reaction in family firms is significantly different from that in non-family firms. It also examines whether the aforementioned associations vary with the identity of the CEO managing family firms (founder, descendant, or non-family CEO). Relying on a sample of auditor resignations in the U.S. over five calendar years, 2004–2008, and using two control samples (matched and random) as benchmarks, we document the following. First, the likelihood of auditor resignations in family firms is significantly lower than that in non-family firms. Second, auditor resignations in family firms managed by a founder or non-family CEO (descendant) are also less (more) frequent compared to non-family firms. Finally, abnormal returns following auditor resignations in family firms and in family firms managed by a non-family CEO are higher (less negative) than those in non-family firms. These results are robust to the selection bias resulting from family ownership and contribute to the literature investigating auditor portfolio management decisions. Data Availability: All data are from publicly available sources.

APA, Harvard, Vancouver, ISO, and other styles

36

Billington, Greg. "BCS Partner: Outsource.Dev - How to Optimise Teams When Outsourcing." ITNOW 63, no. 3 (2021): 34–35. http://dx.doi.org/10.1093/itnow/bwab078.

Full text

Abstract:

Abstract Ideas for team building and organisational structures for software development projects involving internal staff and outsourced developers, from Greg Billington MBCS, CEO and Founder of outsource.dev.

APA, Harvard, Vancouver, ISO, and other styles

37

Hamilton, Johanna. "Money, Motivation +Machine Learning." ITNOW 62, no. 4 (2020): 44–45. http://dx.doi.org/10.1093/itnow/bwaa114.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Cho, Hyejin, Pyoungsoo Lee, and Choong Ho Shin. "Executive Turnover and Founder CEO Experience: Effect on New Ventures’ R&D Investment." Economies 10, no. 5 (2022): 97. http://dx.doi.org/10.3390/economies10050097.

Full text

Abstract:

As the direction and strategies of new ventures depend on the top management team (TMT)‘s stability and continuous efforts, we investigate the relationship between executive turnover and research and development (R & R&D) investment. Furthermore, we assess the moderating role of the founder chief executive officer (CEO)’s prior experiences to show that founders’ experiential knowledge mitigates the adverse side effects of executives’ departure. Our empirical analysis utilizes a large pool of firm-level survey datasets comprising 1897 Korean founder-led ventures. The empirical results show that executive turnover reduces R&D intensity, suggesting that new ventures’ longer-term investments may be affected by the instability of the management team. We also show that the negative effects of executive turnover weaken when the founder CEO has a longer prior work experience, prior business group experience, and founding experience. Our findings show that the founder CEO’s entrepreneurship based on valuable prior experiential knowledge mitigates the negative impact of organizational instability. While the TMT factor is essential for a new venture’s survival, our findings show that the manner in which leaders act should also be considered separately.

APA, Harvard, Vancouver, ISO, and other styles

39

Xu, Nan, Hanyi Tian, and Jing Cai. "Non-founder CEOs, R&D investment and output." Nankai Business Review International 11, no. 2 (2019): 143–69. http://dx.doi.org/10.1108/nbri-10-2019-0049.

Full text

Abstract:

Purpose The purpose of this study is to investigate the impact of non-founder CEO succession on firms’ research and development (R&D) decision, and further explore its mechanism and economic consequences. Design/methodology/approach Using founders’ personal-level information of entrepreneurial firms in the Chinese growth enterprise market from 2009 to 2015, the authors empirically investigate whether firms can be motivated to launch more R&D activities as the result of switching to non-founder CEOs. The author’s further test the impact of non-founder CEOs on R&D output to distinguish their motivation. Moreover, the authors use stepwise regression to explore the mechanism and possible channels. Findings The authors find that R&D investment significantly increases in firms with non-founder CEOs and the R&D output that comes in the form of patent exhibits an upward trending in numbers, too, ruling out non-founder CEOs’ incentive to chase private benefits. Specifically, the authors find that non-founder CEOs can promote R&D investment through their more professional human capital and better internal control. The authors also show mitigating effects under different circumstances on the relationship between non-founder CEOs and R&D investment. Practical implications This study helps the authors to understand the impact of non-founder CEO succession on R&D investment in emerging markets. It also indicates that human capital of non-founder CEOs is critical in driving firms’ innovation, proposing policy suggestions to improve formal intermediary labor market of professional CEOs. Originality/value This study provides elaborate theoretical analysis and empirical tests on the mechanism and economic consequences of (non-)founders’ impact on R&D activities.

APA, Harvard, Vancouver, ISO, and other styles

40

Wang, Qian, Huiru Chen, Yajiong Xue, and Huigang Liang. "How Corporate Social Responsibility Affects Firm Performance: The Inverted-U Shape Contingent on Founder CEO." Sustainability 14, no. 18 (2022): 11340. http://dx.doi.org/10.3390/su141811340.

Full text

Abstract:

Despite abundant research on the relationship between CSR and firm performance, prior research generated highly inconsistent findings. No consensus has been achieved on the relationship between CSR and firm performance. The objective of this research is to examine how the relationship between CSR and firm performance is contingent on founders’ management roles, especially in the situation of the founder as CEO, which will provide insights into the inconsistent impacts of CSR. Based on panel data analysis, we empirically test the nonlinear relationship between corporate social responsibility (CSR) and firm performance for China’s Growth Enterprise Market (GEM) listed companies. We further explore how this relationship differs under two types of CEOs: founder CEOs and non-founder CEOs. Our econometric analysis produces two major findings. First, there is an inverted U-shaped relationship between CSR and firm performance. Second, the presence of founder CEO weakens the relationship between CSR and firm performance, making the inverted U-shaped curve flatter. This research makes both novel theoretical and practical contributions to entrepreneurship and organization research by providing an enriched understanding of the relationship between CSR and firm performance. It integrates multiple theories to create a framework within which the contingent impacts of CSR can be holistically understood. It also helps managers to realize the nonlinear economic consequences of CSR activities and the different regulatory effects of founder management.

APA, Harvard, Vancouver, ISO, and other styles

41

Turing, James. "The Turing Trust legacy." ITNOW 63, no. 4 (2021): 29. http://dx.doi.org/10.1093/itnow/bwab109.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Ntoung, Lious Agbor Tabot, Jorge Eduardo Vila Biglieri, Helena Maria Santos de Oliveira, Benjamim Manuel Ferreira de Sousa, Ben C. Outman, and Eva Masárová. "The impact of ownership structure on firm performance: The role of chairman and CEO in Portugal." Corporate Board role duties and composition 13, no. 2 (2017): 6–19. http://dx.doi.org/10.22495/cbv13i2art1.

Full text

Abstract:

This analysis investigates how family ownership structure affects the corporate performance of Portuguese listed firms using a panel data set covering the period from 2006 to 2014. Three characteristics of family firms (such as active management, active founder or heir and second blockholder) were examined with respect to the corporate performance. The main finding is that family firms over perform non-family in term productivity and profitability. This indicates that companies that have total family control are more productive and profitable than those market favour firms that the family does not have total ownership. Specifically, family firms with active founders perform better whereas those with active heirs significantly outperform compared to family firms with passive owners or heirs. Family firms with a family member in the company as either CEO or Chairman create more value and are more profitable than non-family firms. Family firms with descendant as CEO perform better meanwhile family firms with the founder as CEO significantly outperform family firms with Outside CEO for corporate performance. Lastly, the presence of a second blockholder who owns between 5-10% of the voting right enhances the corporate performance of the family firms as it counterbalances the controlling shareholder from unnecessary behaviours.

APA, Harvard, Vancouver, ISO, and other styles

43

De Angelis, David, and Yaniv Grinstein. "Relative Performance Evaluation in CEO Compensation: A Talent-Retention Explanation." Journal of Financial and Quantitative Analysis 55, no. 7 (2019): 2099–123. http://dx.doi.org/10.1017/s0022109019000504.

Full text

Abstract:

Relative performance evaluation (RPE) in chief executive officer (CEO) compensation can be used as a commitment device to pay CEOs for their revealed relative talent. We find evidence consistent with the talent-retention hypothesis, using two different approaches. First, we examine the RPE terms in compensation contracts and document features that are consistent with retention motives. Second, using a novel empirical specification for detecting RPE, we find RPE is less prevalent when CEO talent is less transferrable: Among specialist CEOs, founder CEOs, and retirement-age CEOs, as well as in industries and states where the market for CEO talent is more restrictive.

APA, Harvard, Vancouver, ISO, and other styles

44

Lee, Joon Mahn, Dalee Yoon, and Steven Boivie. "Organizational Identification and Founder CEO succession: Evidence from IPO Firms." Academy of Management Proceedings 2017, no. 1 (2017): 11453. http://dx.doi.org/10.5465/ambpp.2017.11453abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Mahapatra, Gopal. "Interview with Mr Gaurav Vasu, Founder and CEO, Unearth Insights." South Asian Journal of Human Resources Management 5, no. 2 (2018): 254–60. http://dx.doi.org/10.1177/2322093718802734.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Lin, Ming-Ji, and Yueh-Chin Chen. "Cognitive transformation of founder CEO in Acer: a case study." International Journal of Management and Decision Making 7, no. 1 (2006): 71. http://dx.doi.org/10.1504/ijmdm.2006.008172.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Kairinos, Nikolas. "Can AI Solve the Climate Crisis?" ITNOW 62, no. 4 (2020): 53. http://dx.doi.org/10.1093/itnow/bwaa118.

Full text

Abstract:

Abstract Lockdown has necessitated a number of huge lifestyle changes which, coincidentally, are illustrative of the kind of sustainability-minded life adjustments some have been recommending for years, writes Nikolas Kairinos, Founder and CEO of Soffos.

APA, Harvard, Vancouver, ISO, and other styles

48

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

49

Cha, Wonsuk, and Dongjun Rew. "Cannot give you because of living on the top of a castle: CEOs, corporate philanthropy and firm age." Society and Business Review 16, no. 3 (2021): 336–56. http://dx.doi.org/10.1108/sbr-05-2020-0074.

Full text

Abstract:

Purpose This study aims to investigate the role of firm age in the relationship between CEO characteristics (measured by founder status and civic engagement) and the level of corporate philanthropy which is one of the important components of corporate social responsibility (CSR) practices (Carroll, 1991). Design/methodology/approach Drawing from upper echelons theory, this study argues that firm age functions as a barrier that limits the relationship between CEO characteristics and the level of corporate philanthropy. Moderated regression analysis (MRA) was used to analyze data from 146 publicly traded US firms between 2010 and 2017. Findings This study verified that there is a significantly positive relationship between CEO civic engagement and the level of corporate philanthropy although the relationship between CEO founder status and the level of corporate philanthropy was not found to be significant. Specifically, the relationship between CEO characteristics and the level of corporate philanthropy was weaker as firms get older. Overall, the results indicate that the organizational inertia of older firms can restrict the effect of CEO characteristics on corporate philanthropy. Research limitations/implications This study provides new insight into the underlying mechanisms between CEOs and firm age. This study also suggests that CEOs interpret corporate philanthropy as an important part of their civic engagement which broadly supports business legitimacy for their firm. Practical implications This study provides lessons for executive selection and succession decisions toward CSR strategies. Specifically, this study provides a practical foundation of how executives’ civic engagement can be related to corporate philanthropy as an important dimension of CSR practices. Furthermore, this study suggests that shareholders pay more attention to the ultimate decision-maker, the CEO, in an organization as his or her background characteristics can reflect a firm’s social responsibility initiatives, including corporate philanthropy. Originality/value This study contributes to on-going scholarly work in the field of strategic leadership and corporate philanthropy literature. In addition, this study provides empirical evidence to the nature of scholarly conversations regarding the role of firm age in shaping the relationship between CEO characteristics and corporate philanthropy.

APA, Harvard, Vancouver, ISO, and other styles

50

Parmar, Nilesh R. "Implant Dentistry: A Technician's Perspective." Primary Dental Journal 2, no. 2 (2013): 62–64. http://dx.doi.org/10.1308/205016813806144056.

Full text

Abstract:

TEAMWORK BETWEEN THE DENTIST AND THE LAB IS ESSENTIAL TO CREATE A SUCCESSFUL OUTCOME. WE SPOKE TO PREM-PAL SEHMI, FOUNDER AND CEO OF TBR IMPLANTS, BDS DENTAL LABORATORY AND ZEN DENTAL SOFTWARE, ABOUT ONE OF HIS RECENT CASES.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!