Smith, David John Harry, (5 Aug. 1941–1 Sept. 2015), Director, Research and Development, 1994–2001, Board Member, 1995–2001 and Chief Executive Officer, 1996–2001, Whatman plc

2007 ◽  
Keyword(s):  
Research And Development ◽  
Chief Executive Officer ◽  
Board Member ◽  
Chief Executive

scholarly journals Corporate governance in the Brazilian banking sector: A study of practices adopted by the boards

2011 ◽  
Vol 8 (2) ◽  
pp. 37-46
Author(s):  
Marcelle Colares Oliveira ◽  
Lindenberg Araújo Aragão ◽  
Vera Maria Rodrigues Ponte
Keyword(s):  
Corporate Governance ◽  
Best Practices ◽  
Chief Executive Officer ◽  
Board Member ◽  
Banking Sector ◽  
Early Stage ◽  
Chief Executive ◽  
Stage Of Development ◽  
Banking Institutions ◽  
And Control

This study is an analysis of the best practices of corporate governance adopted by the boards of Brazilian banking institutions. The findings show that most banks adhere to the latest Brazilian Institute of Corporate Governance guidelines with regard to board size and to the standards required by BM&FBovespa in terms of independence. The banks studied are rigorous with regard to audits and control in the process of corporate governance and most have a diversified board with the positions of chief executive officer and chairman occupied by different individuals. Practices regarding disclosure of board member remuneration are still at an early stage of development with banks restricting disclosure to what is required by law.

The Exploratory Mindset and Corporate Innovation

2020 ◽  
pp. 1-43
Author(s):  
Zhaozhao He ◽  
David Hirshleifer
Keyword(s):  
Research And Development ◽  
Chief Executive Officer ◽  
Stock Prices ◽  
Operating Performance ◽  
Chief Executive ◽  
Market Reactions ◽  
Managerial Incentive ◽  
Corporate Innovation ◽  
Long Run

Abstract We propose that chief executive officer (CEO) exploratory mindset (inherent desire to search for novel ideas and long-term orientation) promotes innovation. Firms with CEOs with PhD degrees (PhD CEOs) produce more exploratory patents with greater novelty, generality, and originality. PhD CEOs engage less in managing earnings and stock prices, invest more in research and development (R&D) and alliances, generate higher long-term value of patents, and experience more positive market reactions to R&D alliances. Their firms achieve superior long-run operating performance. They tend to be hired by research-intensive firms with poor financial performance. Evidence from managerial incentive shocks and turnovers suggests that these effects do not derive solely from CEO–firm matching.

scholarly journals CSR categories and R&D investment: the moderating role of Managerial emotional intelligence

2020 ◽  
Vol 15 (1) ◽  
pp. 17-37 ◽  
Author(s):  
Ferdaws Ezzi ◽  
Anis Jarboui ◽  
Rim Zouari-Hadiji
Keyword(s):  
Emotional Intelligence ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Research And Development ◽  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Least Squares Method ◽  
Chief Executive ◽  
Corporate Social

AbstractThe purpose of this paper was to determine the important role of Chief Executive Officer emotional intelligence to explain the interaction relationship between research and development investment and corporate social responsibility categories. This research relied on the completion of a questionnaire type inquiry structured around the table-based analysis. The questionnaire was sent out to a large sample of Tunisian firms’ Chief Executive Officer. The results of the 96 valid responses were entered for analysis by the partial least squares method. They show the significant effect of Chief Executive Officers’ emotional intelligence on the relation between corporate social responsibility categories (customer, employee, community, territory and environment) and research and development investment. In addition, the Chief Executive Officer emotional intelligence provided explanations into research and development investment for the corporate social responsibility problems in Tunisia. Firstly, this study emphasized the important role of research and development investment in the corporate social responsibility categories. Secondly, a new data analysis method “decision-tree” was applied to estimate the moderating effects of managerial emotional intelligence on the CSR – R&D relationship.

scholarly journals Corporate Policies of Republican Managers

2014 ◽  
Vol 49 (5-6) ◽  
pp. 1279-1310 ◽  
Author(s):  
Irena Hutton ◽  
Danling Jiang ◽  
Alok Kumar
Keyword(s):  
Research And Development ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Terrorist Attacks ◽  
Natural Experiments ◽  
Corporate Policies ◽  
Investment Policies ◽  
Corporate Managers ◽  
Political Preferences ◽  
Lehman Brothers

AbstractWe demonstrate that personal political preferences of corporate managers influence corporate policies. Specifically, Republican managers who are likely to have conservative personal ideologies adopt and maintain more conservative corporate policies. Those firms have lower levels of corporate debt, lower capital and research and development (R&D) expenditures, less risky investments, but higher profitability. Using the 9/11 terrorist attacks and Sept. 2008 Lehman Brothers bankruptcy as natural experiments, we demonstrate that investment policies of Republican managers became more conservative following these exogenous uncertainty-increasing events. Furthermore, around chief executive officer (CEO) turnovers, including CEO deaths, firm leverage policy becomes more conservative when managerial conservatism increases.

R&D Intensity and Economic Recession

2012 ◽  
Vol 19 (3) ◽  
pp. 284-293 ◽  
Author(s):  
Dilek Gulistan Yunlu ◽  
Dianne D. Murphy
Keyword(s):  
Research And Development ◽  
Chief Executive Officer ◽  
Economic Recession ◽  
Chief Executive ◽  
Moderating Effect ◽  
Moderating Effects ◽  
Upper Echelons Theory ◽  
Ceo Tenure ◽  
The Relationship ◽  
Ceo Characteristics

The authors employ the upper echelons theory and contingency theory in understanding the moderating effect of the chief executive officer (CEO) characteristics on the relationship between recession and research and development (R&D) intensity. The authors selected 2004 (nonrecession) and 2008 (recession) years for the analysis. Evidence was found that during recession, indeed, organizations decreased their R&D spending. The findings supported that CEOs with a shorter career horizon decreased R&D spending more dramatically than CEOs with a longer career horizon during recession. No evidence was found for the moderating effects of CEO tenure and insider status.

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