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Articles de revues sur le sujet « Directories and executives »

Auteur : Grafiati

Publié le 25 juillet 2024

Mis à jour le 31 juillet 2025

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1

Phillips, Peter, and Julie Cotter. "The technostructure gap the educational qualifications of executive and non-executive directors." Corporate Ownership and Control 7, no. 4 (2010): 102–13. http://dx.doi.org/10.22495/cocv7i4p7.

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The purpose of this paper is to investigate the educational qualifications and experience of executive and non-executive members of directorial boards in Australia. Inspired by Galbraith’s (1967) analysis of the ‘technostructure’, we examine the educational qualifications of managerial (executive) directors and non-executive directors to assess the extent of divergences in the relevance (to the company’s operations) of executives’ and non-executives’ educational qualifications. In addition, we measure the ‘relatedness’ of executives’ and non-executives’ educational qualifications to determine

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Suzuki, Haruto. "Impact of Culture on Strategic Management in Japan." International Journal of Strategic Marketing Practice 5, no. 1 (2023): 46–55. http://dx.doi.org/10.47604/ijsmp.1937.

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Purpose: The study sought to analyze the impact of culture on strategic management in Japan Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the inter

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Bennani, Amira. "Impact of Social Media on Strategic Management in Morocco." International Journal of Strategic Marketing Practice 5, no. 1 (2023): 35–45. http://dx.doi.org/10.47604/ijsmp.1936.

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Purpose: The study sought to analyze the impact of social media on strategic management in Morocco Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via th

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Sayed, Layla. "The Impact of Big Data on Purchasing and Procurement in Egypt." Global Journal of Purchasing and Procurement Management 2, no. 1 (2023): 21–30. http://dx.doi.org/10.47604/gjppm.1956.

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Purpose: The study sought to analyze the impact of big data on purchasing and procurement in Egypt. Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the internet'

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Cossa, Abelina. "Impact of Cost Reduction Strategies on Purchasing and Procurement in Mozambique." Global Journal of Purchasing and Procurement Management 2, no. 1 (2023): 12–20. http://dx.doi.org/10.47604/gjppm.1955.

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Purpose: The study sought to analyze the impact of cost reduction strategies on purchasing and procurement in Mozambique. Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily avail

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Abang, Farhana. "Role of Negotiation in Purchasing and Procurement in Malaysia." Global Journal of Purchasing and Procurement Management 2, no. 1 (2023): 42–50. http://dx.doi.org/10.47604/gjppm.1958.

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Purpose: The study sought to analyze the role of negotiation in purchasing and procurement in Malaysia  Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the inter

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Allah, Aabidah. "Impact of Globalization on Purchasing and Procurement in Jordan." Global Journal of Purchasing and Procurement Management 2, no. 1 (2023): 31–41. http://dx.doi.org/10.47604/gjppm.1957.

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Purpose: The study sought to analyze the impact of globalization on purchasing and procurement in Jordan. Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily available via the int

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Kogei, Isabella, and Ambrose Jagongo Jagongo. "BANKRUPTCY RISK INDICATORS AND FINANCIAL REPORTING TIMELINESS: THE CASE OF COMPANIES LISTED AT NAIROBI SECURITIES EXCHANGE, KENYA." International Journal of Finance and Accounting 6, no. 2 (2021): 40–56. http://dx.doi.org/10.47604/ijfa.1411.

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Purpose: The study sought to investigate effect of bankruptcy risk indicators on financial reporting timeliness of listed companies in Kenya. Materials and Methods: The study adopted a desktop methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, r

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Seang, Canata. "Role of Corporate Social Responsibility in Strategic Management in Cambodia." International Journal of Strategic Marketing Practice 5, no. 1 (2023): 25–34. http://dx.doi.org/10.47604/ijsmp.1935.

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Purpose: The study sought to analyze the role of corporate social responsibility in strategic management in Cambodia Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readil

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Adefope, Adamma. "Role of Leadership in Strategic Management in Nigeria." International Journal of Strategic Marketing Practice 5, no. 1 (2023): 56–67. http://dx.doi.org/10.47604/ijsmp.1938.

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Purpose: The study sought to analyze the role of leadership in strategic management in Nigeria Methodology: The research was conducted entirely on desktop review methoods. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. Secondary sources such as internet journals and li

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Lee, Chung. "Impact of Artificial Intelligence on Purchasing and Procurement in South Korea." Global Journal of Purchasing and Procurement Management 2, no. 1 (2023): 1–11. http://dx.doi.org/10.47604/gjppm.1954.

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Purpose: The study sought to analyze the impact of artificial intelligence on purchasing and procurement in South Korea Methodology: The research was conducted entirely on computers. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. This secondary data was readily availab

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Acero, Isabel, and Nuria Alcalde. "DIRECTORS’ COMPENSATION. WHAT REALLY MATTERS?" Journal of Business Economics and Management 21, no. 1 (2020): 180–99. http://dx.doi.org/10.3846/jbem.2020.11788.

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In the current scenario of increasing social inequality, the debate over the compensation received by directors and executives of large listed companies, and its justification, has intensified. Drawing on Agency Theory and Human Capital Theory, a multilevel analytical technique is used in this paper to examine the influence of firm-level variables and director-level variables on the individual compensation of the members of the board. The results obtained for the continental European context (Spain in particular) partially support the Human Capital Theory. Nevertheless, there is no evidence su

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Fang, Shuai. "Homophily Exclusion or Homophily Preference? The Influence of the Executive Identity of Nonexecutive Directors on the Focal Firm Executive Pay and Ordinary Employee Pay." Journal of Systems Science and Information 7, no. 6 (2019): 550–67. http://dx.doi.org/10.21078/jssi-2019-550-18.

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Abstract The occupational identity of nonexecutive directors exerts a considerable influence on their way of designing and distributing executive pay as well as ordinary employee pay in the focal firm. Integrating the status characteristics theory into the corporate governance literature, I theorize that status contest effect comes into play in the process of setting executive pay in the focal firm, specifically when its nonexecutive directors serve as executives on stakeholders. More often than not, such executive identity triggers the status competition with focal firm executives, which moti

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Adelegan, Olatundun J. "Internal and external governance mechanisms: Evidence from the Nigerian banking industry." Corporate Ownership and Control 2, no. 3 (2005): 62–67. http://dx.doi.org/10.22495/cocv2i3p6.

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This paper examines the relationship between internal and external governance mechanism employed by Nigerian banking companies. Data for the study was obtained from the annual reports of bank in Nigeria. I find a higher portion of non-executive directors and a greater likelihood of separating the role of company chairman and CEO in banks compared to similar studies of Nigerian quoted companies. The proportion of non-executive directors who are former executives is low. These suggest those banks are more likely to employ non-executives for monitoring. Banks in Nigeria have utilized audit commit

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Taqatqa, Abdel. "The Impact of Globalization on Strategic Management in Lebanon." International Journal of Strategic Marketing Practice 5, no. 2 (2023): 1–10. http://dx.doi.org/10.47604/ijsmp.1939.

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Purpose: The study sought to analyze the impact of globalization on strategic management in Lebanon. Methodology: The research was conducted entirely on desktop review method. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. Secondary sources such as internet journals an

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Hui, Hu, Hou Jianing, Deng Yujing, and Zhang Changzheng. "Effects of top female leaders on R&D activities under different executive pay gaps." Journal of Accounting, Business and Finance Research 19, no. 1 (2024): 24–33. http://dx.doi.org/10.55217/102.v19i1.795.

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Innovation is regarded as a crucial driver in achieving the vision of manufacturing power, and top female leaders play an increasingly important role in driving innovation. Based on a sample of 14,716 observations from Chinese manufacturing enterprises listed between 2010 and 2020, this study empirically examines the impact of top female leaders in different positions on (Research and Development) R&D intensity and investigates the moderating role of executive pay gap on this relationship. The results indicate that (1) female executive directors and female non-executive directors have a ne

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Ismail, Ismaanzira. "Political Connection Firms, Female Directors and the Appointment of Female Executives: Evidence from an Emerging Country." International Journal of Research and Innovation in Social Science IX, no. V (2025): 2958–77. https://doi.org/10.47772/ijriss.2025.905000232.

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This study examines whether firm political connection and female directorship influence the appointment of female executives, namely the chief executive officers and chief financial officers in Malaysia. Based on 450 firm-year observations of Malaysian Top100 public listed firms over five years, i.e. 2016-2020, this study finds political connection firms are less likely to appoint female executives. However, firms with female directors are more likely to appoint female executives. The result is stronger when the female is an executive director. This study also examines the moderating effect of

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CHAN, Raymond Siu Yeung, Daniel HO, and Angus YOUNG. "Rethinking the Relevance or Irrelevance of Directors’ Duties in China: The Intersection between Culture and Laws." Asian Journal of Law and Society 1, no. 1 (2014): 183–203. http://dx.doi.org/10.1017/als.2013.5.

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AbstractThis paper investigates how culture affects people’s attitudes towards directors’ duties in the People’s Republic of China by surveying a sample of Chinese business executives. If cultural practices lead people to behave differently from what the law prescribes, it is a serious regulatory oversight. Our results suggest that Chinese cultural values do matter when it comes to the perception of breaches of directors’ duties. Specifically, we find that respondents who identify with moral-discipline related traditional Chinese values are more lenient to the chairman breaching his director's

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Wu, Tsung-Che, and Ming-hsiang Huang. "The Effect of Director's Individual and Family Shareholdings on Firm Performance." International Journal of Financial Research 9, no. 4 (2018): 51. http://dx.doi.org/10.5430/ijfr.v9n4p51.

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The relation between firm performance and shareholding is a critical issue in corporate governance. In this paper, we examine if significant associations exist between firm performance and (1) directors’ shareholdings or (2) directors’ family shareholdings among Taiwanese listed firms. After addressing for possible endogeneity and controlling for firm specific variables, we find a positive association between executive director’s shareholding and firm performance. Consistent with incentive effect in agency theory, this result indicates that executive directors have incentive to maximize firms’

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Patel, Mohsin Ali. "Impact of Board Structure and Firm Performance on Chief Executive’s Compensation." Asia-Pacific Management Accounting Journal 14, no. 2 (2019): 185–99. http://dx.doi.org/10.24191/apmaj.v14i2-09.

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The corporate board usually influences all important decisions of a firm including setting of its long-term goals, developing a corporate strategic policy, as well as hiring and setting the compensation of the chief executive. Moreover, the organization of the board may have a significant effect on the monitoring and governance of the company. This paper analyses the impact of structure of the board and firm performance on chief executive compensation, in an emerging economy context specifically, Pakistan. Chief executive compensation is one of the controversial and sought after topics in rese

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Berthelot, Sylvie, Julien Bilodeau, and Katy Davignon. "The impact of directors’ tenure on executive compensation and corporate financial performance." Corporate Ownership and Control 10, no. 2 (2013): 164–72. http://dx.doi.org/10.22495/cocv10i2c1art2.

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This research examines the impact of the tenure of independent directors on senior executives’ compensation and corporate financial performance. We assume that as the term of tenure or seniority of directors usually defined as “independent” increases, their independence can become compromised because of the relationships they build with corporate executives. The results show that although the tenure of independent directors has a positive impact on senior executives’ compensation, it has no significant impact on corporate financial performance. This result tends to support the contention that

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AFAM-MEBEI BLESSING OMEBERE and EBIAGHAN, Orits Frank. "EMPIRICAL NEXUS BETWEEN CORPORATE GOVERNANCE ATTRIBUTES AND DIRECTORS REMUNERATION: NIGERIAN EVIDENCE." Finance & Accounting Research Journal 4, no. 3 (2022): 58–75. http://dx.doi.org/10.51594/farj.v4i3.385.

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This study is aimed at investigating the relationship between corporate governance attributes and director’s remuneration in Nigerian quoted firms. Specifically the study attempted to proffer answers to questions as it relates to the impact of board size, firm size, board independence, chief executive officer duality on directors' remuneration. Secondary data were extracted from the financial statements and accounts of the sampled firms for a 25years period spanning 1997-2021. And analyzed using Ordinary Least Squares Regression (OLS) E-views version 10 The study revealed that Board size, firm

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Lentini, Steve. "Navigating Conflict between BOGs and C‐suite: Lessons for Dynamic Companies." Board Leadership 2024, no. 193 (2024): 5–8. http://dx.doi.org/10.1002/bl.30263.

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Steve Lentini is founder and CEO of Positive Intelligence, an executive coaching service that helps CEOs and other C‐suite executives get the best out of their teams. In this article, he discusses how to navigate potential conflicts between boards of directors and executive management teams, who can often have opposing goals.

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Etikan, Julie. "Corporate Social Responsibility (CSR) and its Influence on Organizational Reputation." Journal of Public Relations 2, no. 1 (2024): 1–12. http://dx.doi.org/10.47941/jpr.1694.

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Purpose: The main objective of the study was to examine Corporate Social Responsibility (CSR) and its influence on organizational reputation. Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, re

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Catuogno, Simona, Claudia Arena, and Riccardo Viganò. "Compensation Committee Quality and Effective Executive Remuneration." International Journal of Business and Management 11, no. 6 (2016): 118. http://dx.doi.org/10.5539/ijbm.v11n6p118.

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Grounding in the agency theory, this paper questions whether high quality compensation committee influences the design of executive remuneration towards the alignment of the contrasting interests between managers and shareholders. Relying on a comprehensive approach that captures the compensation committee quality based on different attributes (i.e. independence, interlocking directorates, directors appointed by minorities) we conduct a two-step empirical analysis. First, we illustrate the evolution over time of the stock option plan characteristics and construct an illustrative diagram that s

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Horney, Joshua. "Is directors’ liability under the Companies Act of 2008 a potentially dangerous trap in comparison to other jurisdictions?" Journal of Corporate and Commercial Law & Practice, The 8, no. 1 (2022): 50–66. http://dx.doi.org/10.47348/jccl/v8/i1a4.

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Company law jurisprudence is still emerging in South Africa, especially with the birth of the comprehensive Companies Act 71 of 2008. Academics have focused on directorial duties, with harsh criticism on the shoulders of the legislature. This piece examines the role of non-executive directors specifically but directors holistically under South African law to potentially illustrate how red tape and compliance are strangling this role. Arriving at this conclusion, directorial duties under the common law and the Act are compared and scrutinised. In addition, directorial protective instruments are

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Lichtenstein, Scott, and Pat Dade. "The Shareholder Value Chain: Values, Vision and Shareholder Value Creation." Journal of General Management 33, no. 1 (2007): 15–31. http://dx.doi.org/10.1177/030630700703300102.

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Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is

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Li, Zhixuan. "Executive compensation adjustment and the risk of stock price." Highlights in Science, Engineering and Technology 88 (March 29, 2024): 1050–55. http://dx.doi.org/10.54097/754x8p69.

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Based on the 'convergence of interests' hypothesis, rational people hypothesis, and management information hiding hypothesis. This study uses the 2023 Fortune 500 as its research object to analyze the effects of executive remuneration adjustment on the danger of the stock price crash. The research shows that when the board of directors can effectively supervise the executives, the company's adjustment of the number of executive compensation will help to improve the incentive efficiency, promote the " convergence of interests " between executives and shareholders, relieve the agency problem, an

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Gill, Suveera. "Rewards for failure: an explanation for anomalous executive remuneration." Journal of Indian Business Research 6, no. 2 (2014): 90–127. http://dx.doi.org/10.1108/jibr-05-2013-0054.

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Purpose – The present paper aims to question the rationale of paying a high remuneration to executives who are presiding over loss-making companies. The neoclassical wage model asserts that the remuneration of executive directors is positively related to their company’s financial performance. However, evidence suggests that executives can obtain a higher level of personal compensation regardless of how the company performs. Design/methodology/approach – The relationship between executive remuneration and performance for viable but loss-making Bombay Stock Exchange (BSE)-listed companies has be

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Rost, Katja, and Margit Osterloh. "Are top executives paid too much? Determinants of directors’ pay in Switzerland." Corporate Board role duties and composition 4, no. 2 (2008): 7–23. http://dx.doi.org/10.22495/cbv4i2art1.

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Executive compensation has become a fashionable topic: Cross-nationally, the earnings of executives and non-executive directors have risen significantly in recent years. Academic literature offers two hypotheses for this trend, a “fat cat” and an “optimal-contract” explanation. Proponents of the “fat cat” explanation state that directors are paid too much due to their unjustified power. Proponents of the “optimal-contract” hypothesis state that competition in the managerial labour market establishes an optimal compensation contract. This study contrasts both hypotheses and presents evidence th

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de Villiers, Rouxelle, and Vida Botes. "The impact of skills development interventions on corporate control: Executives’ & directors’ coaching." Corporate Board role duties and composition 9, no. 3 (2013): 50–65. http://dx.doi.org/10.22495/cbv9i3art5.

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Senior decision-makers require knowledge, skills and attributes to pro-actively navigate the business environment in search of optimal organizational outcomes. Increasingly executive coaches are employed to develop these leadership competencies. The paper integrates literature findings from human resource development, organizational behavior, management and psychology disciplines and posits a framework for effective triadic coaching relationships. The model includes requirements for positive performance results, corporate governance, strategy and organizational change outcomes. The study concl

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Walther, Axel, Hannah Möltner, and Michèle Morner. "Non-executive director’s motivation to continue serving on boards: a self-determination theory perspective." Corporate Governance: The International Journal of Business in Society 17, no. 1 (2017): 64–76. http://dx.doi.org/10.1108/cg-05-2016-0120.

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Purpose This paper aims to identify distinct motivation profiles among non-executive directors and explores the reasons why non-executive directors continue to serve on boards of directors. Design/methodology/approach The analysis is based on a multiple case study in the context of German supervisory boards. The authors develop their primary insights from semi-structured interviews with 53 non-executive directors. Findings The findings indicate that non-executive director motivation revolves around material incentives, reputation, meaningfulness, congruence with firm goals and enjoyment. Three

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MUZATA, TAPIWA, and GODFREY MAROZVA. "Executive Compensation Schemes: Accelerants of Agency and Corporate Governance Problems in South Africa." African Journal of Governance and Development (AJGD) 11, no. 1.2 (2022): 328–50. http://dx.doi.org/10.36369/2616-9045/2022/v11si2a7.

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Executive remuneration has been less analysed and there is need for scrutiny on executive compensation structures and their implications on corporate governance. The study aimed to ascertain the role of executive compensation in accelerating agency and governance problems for FTSE/JSE Top-40 companies from 2008 - 2016. A Generalised Method of Moments was employed, and the results revealed that executive compensation structures can be accelerants of agency and corporate governance problems as the performance was found to negatively affect directors' remuneration. Also, governance had a negative

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Sudirjo, Frans. "Management Compensation, Gender Diversification, and Executive Preferences on Tax Avoidance of IDX Manufacturing Companies." International Journal of Financial Research 11, no. 1 (2019): 373. http://dx.doi.org/10.5430/ijfr.v11n1p373.

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This study aims to analyse the effect of management compensation, gender diversification, and executive preferences on tax avoidance practices in Indonesia Stock Exchange (IDX). Conceptually, this study uses mediating variables of executive gender diversification and executive preferences in the relationship between management compensation and tax avoidance. This study uses balanced panel data with a total of 404 observations from manufacturing companies listed on the Indonesia Stock Exchange in the 2015-2018 period. The results showed a negative assessment of management compensation on tax av

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BAIXAULI-SOLER, J. Samuel, M. Encarnacion LUCAS-PEREZ, Juan Francisco MARTIN-UGEDO, Antonio MINGUEZ-VERA, and Gregorio SANCHEZ-MARIN. "EXECUTIVE DIRECTORS' COMPENSATION AND MONITORING: THE INFLUENCE OF GENDER DIVERSITY ON SPANISH BOARDS." Journal of Business Economics and Management 17, no. 6 (2016): 1133–45. http://dx.doi.org/10.3846/16111699.2014.969767.

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This study presents evidence of the influence of gender diversity on the pay system and the monitoring of executives in Spain. In this country/context, characterized by a few male dominant shareholders acting simultaneously as executives, there is an ongoing discussion regarding the enactment of laws to promote gender equality on the boards of directors of large listed companies. This paper presents several contributions. On the one hand, the scarce previous evidence on this topic is focused on US firms. On the other hand, this study includes the role of ownership structure as a factor that in

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Kostyuk, Alexander. "The Kostyuk report: Executive compensation practices in Ukraine." Corporate Board role duties and composition 1, no. 2 (2005): 31–38. http://dx.doi.org/10.22495/cbv1i2art2.

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The main research question of this research is: "Does an ownership structure influence performance of executive compensation in Ukraine?". A very detailed investigation of the most active Ukrainian joint stock companies has been undertaken. Total number of the companies under research is 50. Period of investigation is from 1998 to 2003. Fixed-based compensation is still the major form to reward executives at Ukrainian companies. From this perspective, Ukrainian practices for rewarding executives belongs to Continental model, developed in Germany. It can be explained by lack of: appropriate leg

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Hitt, Michael, and Katalin Takacs Haynes. "CEO overpayment and underpayment: executives, governance and institutions." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 1 (2018): 38–46. http://dx.doi.org/10.1108/mrjiam-09-2017-0781.

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Purpose Based on the findings of Aguinis et al. (2018) that only a few executives are properly compensated, the purpose of this paper is to examine potential causes and consequences of CEO overpayment and underpayment. Ineffective compensation of the CEO represents a governance failure by the board of directors. Better understanding the reasons for such failures may help boards to correct their processes and to enact more effective governance. Boards must look beyond the normally constrained focus of agency theory to examine executive characteristics and motivation. Thus, tailoring compensatio

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Zahra, Shaker A., Donald O. Neubaum, and Morten Huse. "Entrepreneurship in Medium-Size Companies: Exploring the Effects of Ownership and Governance Systems." Journal of Management 26, no. 5 (2000): 947–76. http://dx.doi.org/10.1177/014920630002600509.

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Corporate entrepreneurship (CE), which embodies a company’s innovation and venturing activities, is necessary in today’s competitive markets. CE is important for organizational renewal, the creation of new business, and improved performance. CE, however, requires strong and continued support from the company’s top executives. Data from 231 medium-size manufacturing companies show that commitment to CE is high when: (1) executives own stock in their company; (2) the board chair and the chief executive officer are different individuals; (3) the board is medium in size; and, (4) outside directors

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Mateus, Cesario, Irina Mateus, and Alex Stojanovic. "Diversity on British boards and personal traits that impact career progression from AIM towards FTSE 100." Corporate Ownership and Control 17, no. 4 (2020): 183–99. http://dx.doi.org/10.22495/cocv17i4art15.

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This study proposes a new approach to examining executive remuneration and manager characteristics disaggregated by market index peer clusters and analyses personal attributes that differentiate managers across companies of different market caps (proxied my market indices such as FTSE 100, FTSE 250, FTSE SmallCap, and AIM). Our sample is composed of biographical data on 790 executive directors from 125 UK financial firms covering a 2004-2016 time period. The results show that network and education are the most important factors for career progression. On average, FTSE 100 executive directors a

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Blazhenko, T. "Participation of an independent member of the supervisory board (board of directors) in corporate governance: comparative legal research." Analytical and Comparative Jurisprudence, no. 6 (December 16, 2024): 301–5. https://doi.org/10.24144/2788-6018.2024.06.48.

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The article analyzes the institution of an independent member (independent non-executive director) of the supervisory board (board of directors) of a joint-stock company in the USA, Great Britain and China. It is concluded that UK corporate law does not contain clear criteria for differentiating nonexecutive from executive directors. Therefore, independent non-executive directors have the same duties and are legally liable as executive board members. They are subject to the duties of directors contained in the Companies Act. British law emphasizes the non-executive director’s independence fro

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Oehmichen, Jana, Alexander Schult, and Michael Wolff. "Former Executives Serving as Non-Executive Directors: Resource Channels or Ineffective Monitors." Schmalenbach Business Review 66, no. 4 (2014): 438–69. http://dx.doi.org/10.1007/bf03396914.

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Mthunzi, Mncane, Bhasela Yalezo, and Cecile Gerwel Proches. "Leadership development and diversity in JSE-listed companies." Corporate Governance and Organizational Behavior Review 6, no. 3 (2022): 87–96. http://dx.doi.org/10.22495/cgobrv6i3p8.

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The study sought to reveal and analyze the causes for the lack of advancement of black talent in Johannesburg Stock Exchange (JSE)-listed companies, including how they can be dealt with. The research further examined the impact of leadership development on the acceleration of black talent at executive levels within the JSE-listed companies in South Africa. A qualitative research approach was employed. This was an exploratory study. This paradigm was considered suitable in attempting to understand the problem situation. The study used purposive, non-probability sampling. The data were obtained

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Liebowitz, Jay, Yolande Chan, Tracy Jenkin, Dylan Spicker, Joanna Paliszkiewicz, and Fabio Babiloni. "If numbers could “feel”: How well do executives trust their intuition?" VINE Journal of Information and Knowledge Management Systems 49, no. 4 (2019): 531–45. http://dx.doi.org/10.1108/vjikms-12-2018-0129.

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Purpose In the business and data analytics community, intuition has not been discussed widely in terms of its application to executive decision-making. However, the purpose of this paper is to focus on new global research that combines intuition, trust and analytics in terms of how well C-level executives trust their intuition. Design/methodology/approach Our Fulbright research, as described in this paper and performed by colleagues from the United States, Canada, Poland and Italy, examines executives’ as well as other less experienced employees’ preferences for different types of intuition ve

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Longenecker, Clinton, and Mike McCartney. "The benefits of executive coaching: voices from the C-suite." Strategic HR Review 19, no. 1 (2020): 22–27. http://dx.doi.org/10.1108/shr-06-2019-0048.

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Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in

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Sert, O. V. "Role of non-executive directors in corporate governance." Uzhhorod National University Herald. Series: Law 2, no. 85 (2024): 38–44. http://dx.doi.org/10.24144/2307-3322.2024.85.2.5.

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In the article there is an analysis of the non-executive director’s legal status and functions, including independent one, within the one-tier corporate governance structure in Ukraine. The study aims to examine the powers of non-executive directors, the scope of their functions, and the criteria for independence, to provide a clear understanding of their role in corporate governance in Ukraine. Author establishes that a director in a one-tier corporate governance structure is an individual elected by the general meeting of shareholders to the board of directors and assumes the official from t

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Jahan, Tasnuva. "Directors’ Remuneration and Corporate Governance within the UK." International Journal of Learning and Development 7, no. 3 (2017): 12. http://dx.doi.org/10.5296/ijld.v7i3.11496.

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In this era of globalization and rapid growth of world economy size of directors’ remuneration is a matter of international debate. Current anxieties are around the increase in executive pay as reports disclose that executive pay no longer corresponds with performance and the gap of wealth have widened since the 1980s. The courts, nevertheless, has been reluctant to scrutinise this condition, neither has the legislature shown any interest to fix any standard of pay. Model Articles for Public Companies allow the board of directors to delegate their powers on conditions they seem fit. Compared t

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Alves, Diego Saldo, and Marcelo Paveck Ayub. "O IMPACTO DA REMUNERAÇÃO DOS EXECUTIVOS NO FLUXO DE CAIXA OPERACIONAL DAS EMPRESAS LISTADAS NA B3." Revista Gestão e Desenvolvimento 16, no. 1 (2019): 3. http://dx.doi.org/10.25112/rgd.v16i1.1354.

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O objetivo deste estudo é analisar qual o impacto da remuneração dos membros do conselho de administração e conselho fiscal no fluxo de caixa operacional das empresas brasileiras listadas na B3. Foram analisadas 84 empresas no período de 2012 a 2015. Na análise, foi feita uma regressão linear múltipla com dados em painel, além das estatísticas descritivas. Adotou-se o fluxo de caixa operacional como variável dependente e as remunerações dos membros do conselho de administração e conselho fiscal como variável independente. No estudo, utilizou-se o coeficiente de correlação de Pearson na intençã

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Kaplan, Matthew E., Alan H. Paley, and Jonathan R. Tuttle. "SEC enforcement actions getting up close and personal." Journal of Investment Compliance 17, no. 1 (2016): 131–32. http://dx.doi.org/10.1108/joic-02-2016-0008.

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Purpose To alert public company management and directors to several recent SEC enforcement actions involving executives and other senior personnel arising out of securities law violations. Design/methodology/approach Reviews a series of enforcement actions against four chief executive officers, four chief financial officers, an audit committee chair, and one outside auditor (BDO USA LLC) and five of its partners arising out of securities law violations by four different corporations (MusclePharm Corporation, Bankrate, Inc., KIT Digital, Inc. and General Employment Enterprises, Inc.). Each of t

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Sert, O. V. "EXECUTIVE DIRECTORS IN THE SYSTEM OF CORPORATE RELATIONS." Constitutional State, no. 56 (December 15, 2024): 78–90. https://doi.org/10.18524/2411-2054.2024.56.315687.

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In the article there is an analysis of the legal status and functions of executive directors. The research aims to analyse the powers of executive directors and the scope of their assigned functions to clarify their role in corporate governance in Ukraine. To achieve this goal, the study uses various scientific methods, including technical-legal analysis, synthesis, analogy, modeling, comprehensive research, structural-functional analysis, comparative legal method and others. Author uses the technical-legal analysis method to assess terminology used in legal acts, highlighting issues with norm

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Vähämaa, Emilia. "Female executives and corporate governance." Managerial Finance 43, no. 10 (2017): 1056–72. http://dx.doi.org/10.1108/mf-04-2016-0098.

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Purpose The purpose of this paper is to examine whether the gender of the top executives is associated with the strength of corporate governance mechanisms within a firm. Design/methodology/approach The paper uses panel and instrumental variable regressions on an eight-year sample of the S&P 1,500 firms. Findings The results indicate that firms with female Chief Executive Officers (CEOs) and Chief Financial Officers have higher quality governance practices. Moreover, female CEOs are documented to have the most significant influence on the governance attributes related to the board of direc

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