Success beyond STEM: an analysis of educational background of the Fortune 50 CEOs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
James Welch
Keyword(s):  
Liberal Arts ◽  
College Education ◽  
Educational Background ◽  
Business Leaders ◽  
Global Business ◽  
Stem Majors ◽  
Content Type ◽  
Undergraduate Major ◽  
Educational Backgrounds ◽  
Liberal Arts Majors

PurposeThe purpose of this article is examine some of the most successful contemporary global business leaders in relation to undergraduate institution and undergraduate major in order to examine the value and return of higher education programs for global business leadership. This is an important topic in the modern global context, as there continues to be an increasing global push toward deemphasizing and defunding liberal arts education in favor of science, technology, engineering and math (STEM) fields for college and university students around the globe.Design/methodology/approachThe educational backgrounds of the 2019 Fortune 50 CEOs were researched in relation to undergraduate institutions attended and undergraduate majors. The study also included an examination of graduate education, if applicable. Using available biographical information regarding the CEOs educational backgrounds, these business leaders were compared relative to the educational data.FindingsAn examination of the undergraduate educational backgrounds of the 2019 Fortune 50 CEOs revealed an exact split between 18 STEM majors, 18 liberal arts majors and 18 business majors, with 1 CEO who began university studies but did not graduate. Upon examination, it is also apparent that some majors were more directly related to a CEO's industry, while other majors ended up having little relation to the CEO's chosen career path.Practical implicationsThe results of this study contribute to the very important discussion concerning the long-term value of a college education. At both micro and macro levels, stakeholders are constantly questioning the ultimate return on investment of a college education, and examination of the 2019 Fortune 50 CEOs indicates that the choice of college major is only one ingredient in the overall recipe for professional success. For these business leaders, there were a wide variety of educational paths, in terms of college academic preparations, that eventually led to the very pinnacle of professional and leadership attainment.Originality/valueThis study demonstrates that a particular undergraduate field of study is not going to make or break a career, and the examination of these Fortune 50 CEOs indicates that one's ultimate career achievement is not simply relegated to the specific field of undergraduate major.

Building a new resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Cyber Security ◽  
Design Methodology ◽  
Business Leaders ◽  
Human Potential ◽  
Global Business ◽  
Content Type ◽  
Business System ◽  
New Business ◽  
Practical Implications

Purpose The purpose of the viewpoint is to examine the various ways in which the pandemic has exposed structural vulnerabilities in global business infrastructures that have long existed and been long ignored. It urges business leaders not to return to a “new normal” but make fundamental changes to ensure that their businesses are truly resilient and can withstand future threats more effectively. Design/methodology/approach The viewpoint looks at the various kinds of vulnerability to which businesses are exposed – such as supply chain, human capital, cyber security and climate change – and proposes ways to ensure that businesses, as well as shareholders and government entities work together to build true resilience. Findings At its core, the viewpoint exposes the various ways in which businesses have turned a blind eye to vulnerabilities that have always lurked just below the surface and suggests. The argument is that to secure the long-term future of our global business system, we can no longer remain oblivious to fundamental weaknesses in our infrastructures. Research limitations/implications The viewpoint looks selectively at the available data and is, therefore, by definition, subjective and non-comprehensive. Practical implications If businesses and shareholders truly take the recommendations of this viewpoint to heart, we can build a more resilient future through long-term investments in risk management infrastructures of all kinds that will secure a more prosperous and stable future. Social implications Developing a more resilient and stable global business infrastructure will help reduce the business volatility deriving from last minute responses to predictable threats. This will, in turn, help provide more stable, fulfilling employment, especially in developing countries that will act as a fly wheel for the secure development of human potential around the world. Originality/value While there has been much speculation of what the “new business normal” will look like once the pandemic has been conquered, this is, the author believes, the first piece to look concretely on how we can not only “build back better” but build back more soundly for the long term.

MBA at the cross road

2014 ◽  
Vol 20 (3) ◽  
pp. 246-265 ◽  
Author(s):  
Richard Li-Hua ◽  
Lucy Lu
Keyword(s):  
Conceptual Framework ◽  
21St Century ◽  
Global Market ◽  
Business Leaders ◽  
Management Approach ◽  
Extensive Literature ◽  
Global Business ◽  
The West ◽  
Content Type ◽  
Management History

Purpose – The purpose of this paper is to bridge the knowledge gap in designing MBA strategy between China and the West by examining the content, context and process of MBA delivery. This paper challenges the assumptions and pedagogical approach underpinning the current design and delivery of MBA programmes that were originally moulded with Western management history and development in the era of globalization. There is consensus that MBA was used to train business managers; however, nowadays, people are inclined to state that MBA is used to develop global business leaders or full-fledged global competitors. How can we develop global business leaders without a global vision when designing MBA strategy? Design/methodology/approach – Based on extensive literature review and critical analyses through the strategic management approach, this paper examines the status quo of current MBA programmes in the West and in China. This paper presents a conceptual framework that draws on the current MBA literature and on-going debates around management education and development in the West and in China. Findings – The designing strategy of MBA has been originally strongly influenced by Western ideology and ethos. Therefore, the difficulties of management knowledge transfer are often explained through culture acclimatization and emphasize has been on cultural divergence rather than convergence. With synthesis between Western and Eastern management identified, we argue that the appropriateness and effectiveness of the traditional philosophy of MBA designing strategy based on Western management history has been challenged in the 21st century. The perception has fuelled criticism of business schools in the post-recession. They have come under fire for allegedly failing in their obligations to educate socially responsible business leaders (Barker, 2010). This leads to rethinking of the philosophy and vision underpinning the MBA designing strategy. A new philosophical approach – integration of Western management with Eastern philosophy has been under scrutiny, which is necessary in business education to enable future business leaders to become full-fledged competitors in the global market. Originality/value – The output of this discussion helps to establish a conceptual framework which will provide strategic insight in enabling business/management school and MBA providers to address the current deficiency in MBA teaching and learning strategy and develop more appropriate arrangement when considering the design and development of a successful MBA programme in the 21st century.

Demystifying the winning managerial characteristics for handling organizational paradoxes

2020 ◽  
Vol 36 (10) ◽  
pp. 5-7
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Educational Background ◽  
Content Type ◽  
Educational Backgrounds ◽  
Pertinent Information ◽  
Organizational Paradoxes ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the impact that the managerial characteristics of age, educational background, and in-company tenure and in-role tenure have on a manager's ability to handle paradoxical priorities. The results reveal that an organization's strategic paradoxes are most effectively managed by older managers and by managers with longer tenure in their role and at the company overall. Unexpectedly, managers with an economics/business educational background were found to manage paradoxes less well than those with other educational backgrounds. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Delegation revisited: how delegation can benefit globally-minded managers

2014 ◽  
Vol 44 (8/9) ◽  
pp. 646-654 ◽  
Author(s):  
Christopher G. Banford ◽  
M. Ronald Buckley ◽  
Foster Roberts
Keyword(s):  
Cultural Differences ◽  
Cultural Context ◽  
Management Practice ◽  
Past Research ◽  
Business Leaders ◽  
Local Context ◽  
Global Business ◽  
Content Type ◽  
Global Context ◽  
Current Trends

Purpose – The purpose of this paper is to examine how the effectiveness of delegation as a management practice is impacted by various factors such as manager cognition, perceived subordinate competence, and cultural differences. This research may help global business leaders to better understand how cultural differences may impact managerial functions and how to manage culturally diverse employees. Design/methodology/approach – This paper is based upon a conceptual discussion of delegation as it has been studied in the past and a reflection on the ways in which past research can usefully inform current trends in the use of delegation as a management practice. Findings – A model is proposed that suggests that the effectiveness of delegation in a local context is a function of the global leader’s cognitions and perceptions of their subordinates. Further, it suggests that this relationship is moderated by the local cultural context in that some cultures may be opposed to being delegated authority. Research limitations/implications – This paper presents a conceptual framework and therefore empirical applicability of this model must be proven. Originality/value – Delegation is an under-researched management practice. This paper contributes to the delegation literature by exploring its value to management in a global context.

Facilitating transmuters' acquisition of data scientist knowledge based on their educational backgrounds: state-of-the-practice and challenges

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Javed Ramzan ◽  
Saif Ur Rehman Khan ◽  
Inayat ur-Rehman ◽  
Muhammad Habib Ur Rehman ◽  
Ehab Nabiel Al-khannaq
Keyword(s):  
Data Science ◽  
Empirical Studies ◽  
Geographical Location ◽  
Educational Background ◽  
Prospective Students ◽  
Science Field ◽  
Content Type ◽  
Knowledge Based ◽  
Educational Backgrounds ◽  
Industry Trends

PurposeIn recent years, data science has become a high-demand profession, thereby attracting transmuters (individuals who want to change their profession due to industry trends) to this field. The primary purpose of this paper is to guide transmuters in becoming data scientists.Design/methodology/approachAn exploratory study was conducted to uncover the challenges faced by data scientists according to their educational backgrounds. An extensive set of responses from 31 countries was received.FindingsThe results reveal that skill requirements and tool usage vary significantly with educational background. However, regardless of differences in academic background, the data scientists surveyed spend more time analyzing data than operationalizing insight.Research limitations/implicationsThe collected data are available to support replication in various scenarios, for example, for use as a roadmap for those with an educational background in art-related disciplines. Additional empirical studies can also be conducted specific to geographical location.Practical implicationsThe current work has categorized data scientists by their fields of study making it easier for universities and online academies to suggest required knowledge (courses) according to prospective students' educational background.Originality/valueThe conducted study suggests the required knowledge and skills for transmuters to acquire, based on their educational background, and reports a set of motivational factors attracting them to adopt the data science field.

Cross-cultural communication imperatives

2018 ◽  
Vol 14 (2/3) ◽  
pp. 170-187 ◽  
Author(s):  
James Baba Abugre
Keyword(s):  
Business Environment ◽  
Cross Cultural ◽  
Sub Saharan Africa ◽  
Work Outcomes ◽  
Cultural Communication ◽  
Global Business ◽  
Content Type ◽  
Local Staff ◽  
Cross Cultural Communication ◽  
Sub Saharan

Purpose Given the rising expansion of Western multinational companies (MNCs) to the African contexts, the development of expatriates and local employees has become increasingly important to the human resource management of these MNCs. This paper aims to provide critical lessons on cross-cultural communication competences for Western expatriates working in the sub-Saharan Africa business environment. Design/methodology/approach This paper is a qualitative phenomenology that makes use of lived experiences of senior expatriate staff working in Ghana in the form of direct interviews. Findings Results showed that cross-cultural communication competence is very important for Western expatriates’ functioning in sub-Saharan Africa. The findings also established a plethora of cross-cultural communication skills that are essential for Western expatriates’ successful adaptation and work outcomes in Africa. Practical implications This research argues that there is the need for the appreciations of the differing cultural patterns of expatriates and local staff, and this provides the underlying assumptions of intercultural and cross-cultural communication in global business. Originality/value A critical perspective of international business that has scarcely been studied offers lessons for Western expatriates working in sub-Saharan Africa.

Pengaruh Diversitas Dewan Komisaris dan Dewan Direksi Terhadap Kinerja Perusahaan (Studi Empiris: Perusahaan Manufaktur Di BEI Periode 2014-2018)

2021 ◽  
Vol 16 (1) ◽  
pp. 68-79
Author(s):  
LILIS GUSTIANA ◽  
Yeasy Darmayanti ◽  
Meihendri Meihendri
Keyword(s):  
Hypothesis Testing ◽  
Board Of Directors ◽  
Sampling Method ◽  
Stock Exchange ◽  
Educational Background ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Educational Backgrounds ◽  
Age Diversity ◽  
The Board Of Directors

This study aims to determine the effect of board of commissioners and board of directors diversity on company performance in manufacturing companies listed on the Indonesia Stock Excharge for the  2014-2018 period.  By using purposive sampling method, obtained 45 samples of manufacturing companies listed on the Indonesia Stock Exchange. Based on the results of hypothesis testing, it was found that the age diversity of the board of commissioners had no significant effect on company performance; the diversity of board of  commissioners educational  background had no significant effect on company performance, the diversity of board of commissioners tenure had a significant effect on company performance. While the diversity of board of directors age had a significant effect on company performance, diversity the of educational backgrounds of the board of directors does not have a significant effect on company performance, and the diversity of tenure of the board of directors does not have a significant effect on company performance.  Keywords : Company Performance, Age, Education, Tenure, Board Of Commissioners Board Of Directors.

Reflecting on over a year of remote training, and where businesses must go from here

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolas Kairinos
Keyword(s):  
Employee Engagement ◽  
Business Leaders ◽  
Full Time ◽  
Remote Work ◽  
Learning And Development ◽  
Content Type ◽  
Remote Training ◽  
Training Schemes ◽  
The Uk ◽  
Full Time Employment

Purpose The study aims to explore how businesses across the UK have adapted to over a year of remote training, and where there is room for improvement as long-term hybrid working plans are put in place. The study also uncovers what digital tools businesses have relied on to deliver learning and development initiatives during remote working, and their effects on employee engagement and experience. Design/methodology/approach An independent body of research was commissioned among 750 UK business leaders and 1,235 UK adults in full-time employment. Findings The research found that while the majority of businesses were able to leverage digital solutions during extended periods of remote work, significant numbers found it difficult to train and develop employees remotely, with many employees dissatisfied with the outcomes. Originality/value The research offers some valuable insights for business leaders looking to improve their training schemes as workplaces settle into new patterns of working.

Reflecting or ruminating: listening to the regrets of life science leaders

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Helen Mary Meldrum
Keyword(s):  
Chief Executive Officers ◽  
Life Science ◽  
Negative Emotion ◽  
Chief Executive ◽  
Positive Influence ◽  
Lessons Learned ◽  
Business Leaders ◽  
Content Type ◽  
The Usa ◽  
Executive Officers

PurposeThe overwhelming frequency of failure in trying to bring a safe and effective biotech, pharmaceutical or medical device product to market is truly astounding. This research synthesizes industry leaders' insights on lessons learned from reflecting on professional disappointments.Design/methodology/approachThis research used a qualitative approach to learning from the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of the most successful life science firms in the USA. A total of 45 industry leaders were interviewed regarding their lingering regrets about their career misadventures.FindingsRegrets were unavoidable because there were opportunity costs for every choice each leader made. Commentary about wisdom gained comprised themes regarding valuable time lost, strategies that could have been enacted, products that failed and essential personnel who were not managed optimally. Contrary to expectations, there was little mention of money that was squandered.Originality/valueNot felt as a solely negative emotion, regrets were recognized by these leaders as a potentially positive influence on their future decisions. Not felt as a solely negative emotion, regret was recognized by these leaders as a potentially positive influence on their future decisions. This exploratory study suggests that learning from retrospective and anticipated regrets benefits life science leaders in gaining clarity of thought regarding their current business challenges. Because prior research on the value of psychological regrets has mostly relied on limited samples, this inquiry contributes a new vantage point by examining a unique population of senior business leaders, thus providing broader applicability to the organizational literature.

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