scholarly journals Corporate voluntary greenhouse gas reporting: Stakeholder pressure and the mediating role of the chief executive officer

2020 ◽  
Vol 29 (4) ◽  
pp. 1666-1683 ◽  
Author(s):  
Lyton Chithambo ◽  
Ishmael Tingbani ◽  
Godfred Afrifa Agyapong ◽  
Ernest Gyapong ◽  
Isaac Sakyi Damoah
Keyword(s):  
Greenhouse Gas ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Mediating Role ◽  
Stakeholder Pressure

The Effect of Diversity and the Mediating Role of Elaboration on Multidisciplinary Greenhouse Gas Assurance Team Effectiveness

2018 ◽  
Vol 31 (1) ◽  
pp. 81-96 ◽  
Author(s):  
Erboon Ekasingh ◽  
Roger Simnett ◽  
Wendy J. Green
Keyword(s):  
Greenhouse Gas ◽  
Team Effectiveness ◽  
Team Member ◽  
Multidisciplinary Teams ◽  
Team Processes ◽  
Mediating Role ◽  
Audit Firms ◽  
The Impact ◽  
Educational Diversity

ABSTRACT Greenhouse gas (GHG) assurance is increasingly used by companies as a means to increase stakeholder confidence in the quality of externally reported carbon emissions. The multidisciplinary nature of these engagements means that assurance is performed primarily by multidisciplinary teams. Prior research suggests the effectiveness of such teams could be affected by team composition and team processes. We employ a retrospective field study to examine the impact of educational diversity and team member elaboration on multidisciplinary GHG assurance team effectiveness. Results show that team processes such as sufficiency of elaboration on different team member perspectives significantly increases the perceived effectiveness of the teams. While educational diversity is not found to directly improve perceived team effectiveness, it is found to have a positive effect through increasing perceived sufficiency of elaboration. These findings have important implications for standard setters and audit firms undertaking GHG assurance engagements.

The Chief Executive Officer

2011 ◽  
pp. 1-37
Author(s):  
Petter Gottschalk
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Senior Executives ◽  
Level 3 ◽  
Level 1 ◽  
Ceo Successions ◽  
Level 2

The chief executive officer (CEO) is the only executive at level 1 in the hierarchy of an organization (Carpenter & Wade, 2002). All other executives in the organization are at lower levels. At level 2, we find the most senior executives. Level 3 includes the next tier of executives. In our perspective of promoting the chief information officer (CIO) to be the next CEO, we first have to understand the role of the CEO. Therefore, the first chapter of this book is dedicated to the topic of CEO successions (Zhang & Rajagopalan, 2004).

Using Characters in Online Simulated Environments to Guide Authentic Tasks

2006 ◽  
pp. 88-95 ◽  
Author(s):  
Shirley Agostinho
Keyword(s):  
Learning Environment ◽  
Learning Environments ◽  
Chief Executive Officer ◽  
Authentic Learning ◽  
Chief Executive ◽  
Authentic Tasks ◽  
Simulated Environments ◽  
Simulated Environment ◽  
The Subject

The use of characters to present tasks and critical information in a simulated environment has proven to be a useful strategy in the creation of more authentic learning environments online. Such characters can not only perform the role of setting and structuring tasks within the fictitious scenario, but also that of providing useful and realistic guidance. This chapter describes a learning environment designed to create an authentic context for learning evaluation skills and strategies appropriate to technology-based learning settings. The subject in which this approach was adopted was a masters-level course in evaluation of technology-based learning environments. The chapter focuses on the use of a fictitious CEO (chief executive officer) who requests certain evaluation tasks of “employees.” Students are given realistic jobs with realistic parameters, and in this way the subject is dealt with in a much more authentic manner than if presented in a more decontextualised way. The rationale for adopting the approach is described together with a description of how it was implemented and summary findings of an evaluation of the approach.

The Role of the Chairman at Meetings of Directors

2020 ◽  
Author(s):  
Leslie Kosmin ◽  
Catherine Roberts
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Board Meeting ◽  
Timely Manner ◽  
Management Decisions ◽  
The Board Of Directors ◽  
Important Position ◽  
A Company

It is usual for a valid board meeting to be chaired by one of the directors who will act as the chairman of the board. The chairman is the person who has control of the conduct of the meeting. The person who occupies the position of chairman of the board of directors holds an important position in the hierarchy of a company. It is the responsibility of the chairman to manage the board meeting and, in consultation with the chief executive officer and the company secretary, to set the agenda for board meetings. In managing a board meeting a chairman must ensure that all members of the board receive accurate and proper information in a timely manner so as to enable them to take informed management decisions.

Using the AACN Framework to Alleviate Moral Distress

2010 ◽  
Author(s):  
Carole McCue
Keyword(s):  
Critical Care ◽  
Chief Executive Officer ◽  
Moral Distress ◽  
American Association ◽  
Chief Executive ◽  
Organizational Outcomes ◽  
Critical Care Nurses ◽  
Leadership Role ◽  
Nurse Executive

In this article the author describes a situation in which the Nurse Executive’s values were in direct opposition to those of the Chief Executive Officer (CEO). She describes how it took considerable courage on the part of the Nurse Executive to resolve this situation by demonstrating concern and respect for a chemically impaired staff member, rather than by focusing on the situation from a strictly “right versus wrong” perspective. After describing the situation the author emphasizes the importance of the leadership role of the Nurse Executive and shares the perspective of the agency’s Chief Executive Officer. The author also explains how the American Association of Critical-Care Nurses’ Framework (4 A’s to Rise Above Moral Distress) was used as a resource to guide the Nurse Executive in moving the situation to a productive conclusion. Organizational outcomes of the situation are shared.

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