scholarly journals Marketing through the eyes of senior management: Insights from Fortune 500 reporting

2022 ◽  
pp. 1-22
Author(s):  
Johanna Frösén ◽  
David W. Stewart
Keyword(s):  
Fortune 500 ◽  
Senior Management

إختبار الدور التفاعلي للموارد المالية في العلاقة بين استراتيجية التنويع وقيمة المنشأة(*)

2013 ◽  
Vol 19 (71) ◽  
pp. 1
Author(s):  
سعد علي حمود العنزي ◽  
مصطفى منير اسماعيل
Keyword(s):  
Fortune 500

المستخلص يهدف البحث الى تقديم تفسيرات جديدة لظاهرة التنويع وتأثيراتها المحتملة في قيمة المنشأة. وتوج ذلك بالإفصاح عن الدور المميز للمنظور المستند الى الموارد في دراسة العلاقة بين المتغيرين بعد أنْ خضعت لها عينة ممثلة من كبريات الشركات العالمية المدرجة ضمن مؤشر (Fortune 500)على طول المدة الزمنية الممتدة بين الأعوام (2005-2011) في محاولة أولى من نوعها على المستوى المحلي، استندت الى أسلوب الدمج بين البيانات المقطعية وبيانات السلاسل الزمنية بغية تفسير التباين المتوقع في قيمة المنشأة ببعديه المكاني والزماني، لعلها تسهم في إبداء تصور واضح، بقوة الوصف والتفسير والتنبؤ، يساعد على حل التناقض والالتباس في الكشف عن طبيعة العلاقة الصحيحة بين المتغيرين المذكورين، وهو هدف استراتيجي تنشده منظمات الأعمال متعددة القطاعات، رويداً وإستباقاً صوب القصد من البقاء والاستمرار في بيئة القرن الحادي والعشرين. وإستفهاماً لمشكلة البحث ووعياً بأبعدها من جهة، ومحاولة تذليلها من جهة أخرى، جرى إستنباط مجموعة فرضيات سُخِّر مضمونها لتفسير العلاقة بين التنويع وقيمة المنشأة، تخللتها مجموعة متغيرات تفاعلية توافقت مع طروحات نظرية إعتمادية الموارد الداخلية. وبعد إجراء التحليلات الإحصائية اللازمة لاختبار فرضيات التأثير التفاعلي للموارد المالية تحديداً، تبيَّنَ صحة فرضيتي التأثير المباشر وتوافر الموارد المالية، والتي يُستدل منها على الدور التفاعلي المعُدِّل للموارد المالية عالية المرونة في تلك العلاقة بين التنويع غير المترابط، في الدرجة الأولى، وقيمة المنشأة.  

The CEO’s route to the top: The South African experience

2019 ◽  
Vol 38 (2) ◽  
pp. 103-120
Author(s):  
Chris Van Melle Kamp ◽  
Karl Hofmeyr ◽  
Mandla Adonisi
Keyword(s):  
South Africa ◽  
South African ◽  
Chief Executive ◽  
Senior Management ◽  
Childhood And Adolescence ◽  
Next Generation ◽  
Chief Executives ◽  
Leadership Challenges ◽  
African Experience ◽  
Depth Interviews

In this study we draw on a series of in-depth interviews with chief executives of some of South Africa’s most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations.Twenty-seven CEOs of South Africa’s top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies.We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one.We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the country’s next generation of leaders.

Bookkeeper-Controller-CFO: The Rise of the Chief Financial and Chief Accounting Officer

2019 ◽  
Vol 46 (2) ◽  
pp. 1-8 ◽  
Author(s):  
Michael Doron ◽  
C. Richard Baker ◽  
Kiren Dosanjh Zucker
Keyword(s):  
Corporate Governance ◽  
Corporate Finance ◽  
20Th Century ◽  
Financial Reporting ◽  
Legal Liability ◽  
Senior Management ◽  
Chief Financial Officers ◽  
Management Positions ◽  
The Impact

ABSTRACT This paper traces the evolution of the chief accounting and chief financial officers from minor figures in corporate governance for most of the 20th century to senior management positions by the late 1970s. The paper begins with the testimony before Congress of Arthur Tucker during the debates over the legislation that would become the 1933 Securities Act. Tucker's testimony resulted in the controller or chief accounting officer being included among those persons specifically listed as potentially liable for fraudulent statements or omissions under Section 11 of the Act. The impact of Tucker's efforts, the evolution of the legal liability of financial and accounting officers over the next several decades, the increasing complexity of corporate finance and financial reporting that led to the establishment of the CFO as a position second only to the CEO, and the place of the accounting officer among senior management, are analyzed in the subsequent sections.

Come on Over: Analyst/Investor Days as a Disclosure Medium

2016 ◽  
Vol 91 (6) ◽  
pp. 1725-1750 ◽  
Author(s):  
Marcus P. Kirk ◽  
Stanimir Markov
Keyword(s):  
Information Content ◽  
Short Duration ◽  
Price Impact ◽  
Senior Management ◽  
Data Availability ◽  
Market Participants ◽  
Temporal Proximity ◽  
Conference Presentations ◽  
Close Temporal Proximity ◽  
Jel Classifications

ABSTRACT Our study introduces analyst/investor days, a new disclosure medium that allows for private interactions with influential market participants. We also highlight interdependencies in the choice and information content of analyst/investor days and conference presentations, a well-researched disclosure medium that similarly allows for private interactions. Analyst/investor days are less frequent, but with longer duration and greater price impact than conference presentations. They are mostly hosted by firms that already have opportunities to interact with investors at conferences, but whose complex and diverse activities make the short duration and rigid format of a conference presentation an imperfect solution to these firms' information problems. Analyst/investor days and conference presentations tend to occur in different quarters, consistent with their competing for the time and attention of senior management. When these two mediums are scheduled in close temporal proximity to each other, analyst/investor days diminish the information content of conference presentations, but not vice versa, consistent with managers' favoring analyst/investor days over conference presentations as a disclosure medium. JEL Classifications: D82; M41; G11; G12; G14. Data Availability: Data are publicly available from the sources identified in the paper.

The Mindful Elite

2018 ◽  
Author(s):  
Jaime Kucinskas
Keyword(s):  
Fortune 500 ◽  
Unintended Consequences ◽  
Religious Leaders ◽  
Ivy League ◽  
Fortune 500 Companies ◽  
Elite Networks ◽  
Self Help ◽  
The People ◽  
Fortune 100 ◽  
Public Consciousness

From the halls of the Ivy League to the C-suite at Fortune 500 companies, this book reveals the people behind the mindfulness movement, and the engine they built to propel mindfulness into public consciousness. Based on over a hundred interviews with meditating scientists, religious leaders, educators, businesspeople, and investors, this book shows how this highly accomplished, affluent group has popularized meditation as a tool for health, happiness, and social reform over the past forty years. Rather than working through temples or using social movement tactics like protest to improve society, they mobilized by building elite networks advocating the benefits of meditation across professions. They built momentum by drawing in successful, affluent people and their prestigious institutions, including Ivy League and flagship research universities, and Fortune 100 companies like Google and General Mills. To broaden meditation’s appeal, they made manifold adaptations along the way. In the end, does mindfulness really make our society better? Or has mindfulness lost its authenticity? This book reveals how elite movements can spread, and how powerful spiritual and self-help movements can transform individuals in their wake. Yet, spreading the dharma came with unintended consequences. With their focus on individual transformation, the mindful elite have fallen short of the movement’s lofty ambitions to bring about broader structural and institutional change. Ultimately, this idealistic myopia unintentionally came to reinforce some of the problems it originally aspired to solve.

Minority Participation of the Senior Management of Private U.S. Hospitals

2021 ◽  
pp. 107755872110166
Author(s):  
Gary Gaumer ◽  
Robert Coulam ◽  
Rose Desilets
Keyword(s):  
United States ◽  
Equal Employment Opportunity Commission ◽  
Relative Number ◽  
The United States ◽  
Senior Management ◽  
Local Market ◽  
Organizational Strategies ◽  
Minority Participation ◽  
Bachelor's Degrees ◽  
Market Factors

This article examines minority participation in hospital senior management and how participation varies across areas in response to demographic and other market influences. We use data from Equal Employment Opportunity Commission, United States from 2008 to 2014 reported by private hospitals in the United States, grouped into 381 metropolitan areas. Analysis shows minority participation is sensitive to some local market factors including total population, share of minorities in the population, relative number of minorities with bachelor’s degrees in the population, and the concentration of local hospital markets. But, unlike markets for other hospital jobs (professionals, middle managers, and other jobs), changes in these factors create only small changes in minority participation for senior managers. Our results demonstrate that minority participation in senior management is not going to improve very much from future increases in minority populations and from educational parity. Public policies and deliberate organizational strategies will be required to make substantial improvements in diversity of senior management.

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