Transferring subsidiary knowledge to global headquarters: subsidiary senior executives' perceptions of the role of HR configurations in the development of knowledge stocks

There is a prevalent assumption in South Africa that Parliament is guided by the ideals of democracy, accountability, transparency and accessibility. However, there are still gaps and challenges as far as theoversight role of Parliament is concerned, despite the presence of committees that have been established to oversee the executive and relevant structures of government, government activities and public finances. There is widespread maladministration and misuse of government expenditure in government departments. This paper investigates the oversight role of parliamentary committees to determine their relative influence on accountability and democracy in the execution of functions by public functionaries. The aim of the paper is to provide an understanding into inherent problems in the oversight role of Parliament in the democratic dispensation in South Africa, which seems not to have been given serious attention in the academia, considering the pivotal role Parliament plays in the lives of citizens of the country. These oversight committees have selectively held Senior Executives or Ministers accountable for their ineffectiveness, misuse of government expenditure and maladministration. This could be attributed to the fact that oversight in South Africa does not seem to be properly understood and implemented as it should be. Moreover, the influence of the majoritarian authority of the ruling party in committees seems to be colluding with the executive. Failure to take action against cases of omission brings questions on the effectiveness and efficiency of the oversight role of Parliament. The adverse consequence is the delay in the provision of good quality services to poor communities. This paper employed the theoretical approach as a method of data collection. Conclusions have been drawn that the shortcomings of the parliamentary committees compromise accountability and good governance in service delivery.

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Does strategic planning determine innovation in organizations? A study of Indian SME sector

Australian Journal of Management ◽

10.1177/0312896217734893 ◽

2017 ◽

Vol 43 (3) ◽

pp. 493-513 ◽

Cited By ~ 6

Author(s):

Safal Batra ◽

Sunil Sharma ◽

Mukund R Dixit ◽

Neharika Vohra

Keyword(s):

Strategic Planning ◽

New Product Development ◽

Manufacturing Sector ◽

Organizational Factors ◽

Theory And Practice ◽

Senior Executives ◽

Medium Businesses ◽

Creativity And Innovation ◽

The Relationship

While some researchers argue that strategic planning assists new product development and can be viewed as a framework for innovation, others believe that it restricts creativity and innovation. Despite a literary appreciation that strategic planning is linked to innovation, the nature of this relationship remains ambiguous. In this study, we argue that this relationship is context dependent and contingent on other organizational factors. Data for this study were collected by administering standardized survey questionnaires to entrepreneurs or other senior executives of small and medium businesses in India. Quantitative analysis of data obtained from 162 small- and medium-sized enterprises (SMEs) in the manufacturing sector reveals a positive relationship between strategic planning and innovation. This study also establishes a significant positive moderating role of commitment to learning on the relationship between strategic planning and innovation. Implications for theory and practice are discussed.

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The Theory and Practice of Investor Relations: A Global Perspective

Management Science ◽

10.1287/mnsc.2019.3405 ◽

2020 ◽

Vol 66 (10) ◽

pp. 4746-4771 ◽

Cited By ~ 4

Author(s):

G. Andrew Karolyi ◽

Dawoon Kim ◽

Rose Liao

Keyword(s):

Asymmetric Information ◽

Survey Data ◽

Theory And Practice ◽

Global Perspective ◽

Global Markets ◽

Investor Relations ◽

Senior Executives ◽

Global Media ◽

Valuation Ratios

Using proprietary survey data of investor relations (IR) officers from 59 countries, we uncover new stylized facts on a wide variety of IR functions, such as the firm’s interactions with brokers and investors, the formulation of its disclosure policies, and its global outreach efforts. We find that IR activities vary widely across firms, industries, and countries. They have become increasingly important, as reflected by the more frequent involvement of IR officers with senior executives on a day-to-day basis. We also find that large and complex firms receiving greater media attention engage more in IR activities. In addition, firms domiciled in countries with weaker legal protections for investors and poorer disclosure standards, those cross-listed in the stock markets that are outperforming, and those with high global media visibility invest in greater global outreach efforts with IR activities. Firms’ IR efforts to investors worldwide are associated with higher Tobin’s q valuation ratios. We interpret our findings in the context of theories and existing evidence on the role of asymmetric information and governance problems in global markets. This paper was accepted by David Simchi-Levi, finance.

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The Chief Executive Officer

CIO and Corporate Strategic Management ◽

10.4018/978-1-59904-423-1.ch001 ◽

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).

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The responsibilities of the project owner in benefits realization

International Journal of Operations & Production Management ◽

10.1108/ijopm-02-2018-0086 ◽

2019 ◽

Vol 39 (4) ◽

pp. 503-524 ◽

Cited By ~ 6

Author(s):

Ofer Zwikael ◽

Jack R. Meredith ◽

John Smyrk

Keyword(s):

Smooth Transition ◽

Future Research ◽

Senior Executives ◽

Longitudinal Case Study ◽

Content Type ◽

Benefits Realization ◽

Project Phases ◽

The Individual

Purpose Recent research has proposed the position of a project owner as the individual accountable for realizing target benefits. However, there is a lack of understanding in the literature of this role – in particular, the specific responsibilities of the project owner that can enhance benefits realization and operations performance. The paper aims to discuss this issue. Design/methodology/approach The paper identifies these responsibilities in practice through two studies – a qualitative study, which includes interviews with senior executives who fund projects, and an in-depth longitudinal case study, which describes a company that continuously realizes the benefits from its projects. Findings The results suggest that a project owner should have 22 key responsibilities across four project phases and that an operations manager is often the most suitable candidate to fulfill this role in operations improvement projects. When performing these project responsibilities effectively, operations managers enhance benefits realization and operations improvement. Finally, the paper proposes five hypotheses for future research. Originality/value Based on agency theory, the paper increases our knowledge of the role of the project owner in practice. This new knowledge can enhance the realization of target benefits from projects and ensure a smooth transition from the project to the operations environment.

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Non-Profit Leadership Success

Encyclopedia of Strategic Leadership and Management ◽

10.4018/978-1-5225-1049-9.ch035 ◽

2017 ◽

pp. 485-506

Author(s):

William L. Boice

Keyword(s):

Mission Statement ◽

Satisfaction Survey ◽

Senior Executives ◽

Small Community ◽

Community Based ◽

Non Profit ◽

Volunteer Satisfaction ◽

Leadership Success ◽

Executives And Managers

While leadership has been studied extensively, non-profit organizational leadership has received little attention. The attention received mostly looks at senior executives and managers within the organization. As these organizations have small staffs and a large volunteer workforce, it would seem prudent to understand if what the leaders espouse is understood and followed by those that work in their organization. This chapter will look at a small, community based non-profit organization and discuss the role of a non-profits' leader in providing a vision and mission for the organization. It will utilize a volunteer satisfaction survey conducted by the organization, observations and interviews to understand workforce perceptions of the organizations vision, mission and culture. The results indicate that the volunteers have knowledge of the vision and mission statement, and easily assimilate in the culture of the organization.

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Feed-in tariffs, knowledge stocks and renewable energy technology innovation: The role of local government intervention

Energy Policy ◽

10.1016/j.enpol.2021.112453 ◽

2021 ◽

Vol 156 ◽

pp. 112453

Author(s):

Ge Zhao ◽

P. Zhou ◽

Wen Wen

Keyword(s):

Renewable Energy ◽

Local Government ◽

Technology Innovation ◽

Government Intervention ◽

Energy Technology ◽

Renewable Energy Technology ◽

Knowledge Stocks

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EXPRESS: Theorising work-life balance endeavours as a gendered project of the self: The case of senior executives in Denmark

Human Relations ◽

10.1177/00187267211073309 ◽

2021 ◽

pp. 001872672110733

Author(s):

Maria Adamson ◽

Sara Louise Muhr ◽

Alexandra T. Beauregard

Keyword(s):

Sense Of Self ◽

Work Life ◽

The Self ◽

Work Life Balance ◽

Senior Executives ◽

Female Executives ◽

Senior Managers ◽

Life Balance ◽

Male And Female

Recent work-life balance (WLB) studies offer considerable insight into the challenges and strategies of achieving WLB for senior managers. This study shifts the focus from asking how to asking why individuals are so invested in pursuing a particular kind of WLB. Through analysing 62 life history interviews with male and female senior executives in Denmark, we develop the concept of the gendered project of the self to theorise WLB. We show how for the executives, WLB was not simply an instrumental process of time or role management; instead, pursuing WLB in a certain way was a key part of acquiring and maintaining a particular desired subjectivity or a sense of self as a better person, better worker, and better parent. We argue that theorising WLB as the gendered project of the self allows us to explicate the mechanisms through which gendered social and cultural expectations translate into how male and female executives can and want to pursue their WLB goals—firstly by driving one’s desire for WLB and, secondly, by shaping and restricting what is desired. In doing so we highlight the importance of scrutinising the role of broader WLB discourses in shaping the experience and uptake of organisational WLB policies.

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