The concept of “spatial knowledge” used by top-management-teams and CEOs in internationalization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
K. Skylar Powell ◽  
Eunah Lim
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Top Management Teams ◽  
Spatial Knowledge ◽  
Management Teams ◽  
Top Management ◽  
Content Type ◽  
Conceptual Study ◽  
Executive Officers

Purpose Top-management-teams (TMTs) and chief executive officers (CEOs) dealing with internationalization are naturally predisposed to deal with space, so they will consult “spatial knowledge.” The purpose of this paper is to offer a conceptual description of spatial knowledge used by TMTs/CEOs and to describe how the use of spatial knowledge can be triggered and the resulting biases that arise from it. The description of spatial knowledge is also discussed in relation to core international business (IB) theories/models. Design/methodology/approach This is a conceptual study. Findings TMTs/CEOs use spatial knowledge for internationalization decisions. This spatial knowledge is “declarative” because it involves knowledge of places and associated characteristics or attributes, “configurational” because it involves knowledge of various types of relative positions and proximities between places and “procedural” because it involves knowledge of how to structure transactions, operate or organize interdependencies between locations. Additionally, TMTs/CEOs individually have spatial knowledge that is uniquely distorted. Then, finally, when TMTs/CEOs consult spatial knowledge to identify international opportunities or solutions, their search process may entail distance and directional biases as a result of their spatial knowledge. Originality/value This is the first paper to introduce the notion of “spatial knowledge” to the research on TMT/CEO experiences and internationalization and IB research in general.

The glue that holds an organization together: building organizational vision with top management teams

2018 ◽  
Vol 32 (6) ◽  
pp. 1-4
Author(s):  
Frank Lattuch ◽  
Patricia Dankert
Keyword(s):  
Organizational Development ◽  
Design Methodology ◽  
Case Analysis ◽  
Shared Vision ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Shared Understanding ◽  
Organizational Vision ◽  
Content Type

Purpose Top-management teams often have no shared understanding of the organizational vision, or they find it unhelpful for decision-making due to its vague and uninspiring style. The purpose of this paper is to test a theory-based workshop to effectively develop a shared vision for organizational development and learning. Design/methodology/approach Based on the Collins and Porras (2008) vision framework, the authors tested a workshop design with top management teams. Findings The outlined vision workshop is a useful tool to develop a shared organizational vision in a systematic way. Originality/value This paper provides a practical approach to vision building that is relevant and shared by top management teams. Lessons drawn from the case analysis provide insights into the means by which organizations can shape their development through a compelling, guiding force.

Socializing accounting practices in governing boards: dairy co-operatives down-under

2016 ◽  
Vol 12 (1) ◽  
pp. 75-102 ◽  
Author(s):  
Karen VanPeursem ◽  
Kevin Old ◽  
Stuart Locke
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Document Analysis ◽  
Content Type ◽  
Challenges And Opportunities ◽  
Small Pool ◽  
Executive Officers ◽  
Accountability Practices ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate the accountability practices of the directors in New Zealand and Australian dairy co-operatives. An interpretation of their practices, which focus on the relationship between directors and their farmer-shareholders, is informed by Roberts’ (2001a) understandings of a socializing accountability. Design/methodology/approach – The fieldwork consists of interviews with 23 directors, including all chief executive officers and chairmen, of six dairy co-operatives together with observations and document analysis. These co-operatives together comprise a significant portion of the regional dairy industry. The methodology draws from Eisenhardt’s (1989) qualitative approach to theory formation. Findings – The authors find that these directors engage in a discourse-based, community-grounded and egalitarian form of socializing accountability. As such, their practices adhere generally to Roberts (2001a) hopes for a more considerate and humble relationship between an accountor and an accountee. Social implications – Findings add to the small pool of research on the lived experiences of co-operative boards and to a parsimonious literature in socializing accountability practices. The contributions of the study are in advancing real understandings of alternative forms of accountability, in evaluating the conditions in which these alternatives may be likely to arise and in anticipating the challenges and opportunities that arise therefrom. Originality/value – The originality of the project arises from accessing the views of these industry leaders and, through their frank expressions, coming to understand how they achieve a form of a socializing accountability in their relationships with farmer-shareholders.

A response to global nonprofits’ succession failure

2019 ◽  
Vol 27 (1) ◽  
pp. 7-10
Author(s):  
Joseph C. Santora
Keyword(s):  
Nonprofit Organizations ◽  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Design Methodology ◽  
Chief Executive ◽  
Executive Succession ◽  
Content Type ◽  
Nonprofit Boards ◽  
Succession Plan ◽  
Executive Officers

Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

The fattest of the fat cats: observations on Aguinis and colleagues’ findings on CEO pay

2018 ◽  
Vol 16 (1) ◽  
pp. 31-37 ◽  
Author(s):  
Donald C. Hambrick
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Prior Work ◽  
Publicly Traded ◽  
Content Type ◽  
Ceo Pay ◽  
Performance Distribution ◽  
Executive Officers

Purpose This paper aims to elaborate upon the work of Aguinis and colleagues (this issue), who showed that there is almost no overlap between the chief executive officers (CEOs; of American publicly traded corporations) who are in the upper tail of the CEO pay distribution and the firms that are in the upper tail of the performance distribution. Design/methodology/approach This paper is an essay/commentary regarding the merits and implications of the paper by Aguinis and colleagues. Findings Drawing upon prior work, the author proposes that CEOs’ tenure-long pay patterns are established – essentially baked-in or hardwired – when CEOs first get hired. For various reasons, some CEOs receive ultra-grand pay packages at the outset of their tenures, and nothing – including mediocre performance – brings about subsequent diminishment of those sweet terms. Research limitations/implications This paper sheds new light on the work by Aguinis and colleagues, in turn contributing new insights about the fairness (or lack thereof) of CEO pay determinations. Originality/value This paper integrates Aguinis and colleagues with prior works on CEO over- and underpayment.

Why are CFO insider trades more informative?

2014 ◽  
Vol 40 (2) ◽  
pp. 157-175 ◽  
Author(s):  
Heather S. Knewtson ◽  
John R. Nofsinger
Keyword(s):  
Information Content ◽  
Insider Trading ◽  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Content Type ◽  
Portfolio Returns ◽  
Insider Trades ◽  
Before And After ◽  
Executive Officers

Purpose – The authors examine whether the stronger information content of chief financial officer (CFO) insider trading relative to that of chief executive officers (CEOs) results from a different willingness to exploit the information asymmetry that exists between executives and outside shareholders (scrutiny hypothesis) or from differing financial acumen between CFOs and CEOs (financial acumen hypothesis). The authors consider the information content of equity purchases for CEOs and CFOs. The paper aims to discuss these issues. Design/methodology/approach – The authors examine purchase-based insider trading portfolio returns before and after the implementation of SOX in firms with high versus low regulation, for routine and opportunistic managers, and in samples of CEOs with prior CFO experience. Findings – The authors provide evidence that SOX affected executives differently and provide support for the scrutiny hypothesis. CFO-based portfolios remain the most profitable post-SOX, but the magnitude of returns has fallen in absolute and relative terms compared to returns for CEOs. Superior financial acumen of CFOs does not appear to be supported. CEO purchase trade returns appear to be lower than CFO returns because CEOs face greater visibility and scrutiny and thus limit their own trading aggressiveness. Originality/value – This research contributes to the literature in explaining why CFOs best CEOs in their insider trading purchases and documents that in the post-SOX period, CFO insider trading superiority disappears.

Evolution of computer game developer organizations

2015 ◽  
Vol 12 (3) ◽  
pp. 268-291 ◽  
Author(s):  
Erno Vanhala ◽  
Jussi Kasurinen ◽  
Kari Smolander
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Computer Game ◽  
Chief Executive ◽  
Content Type ◽  
Grounded Theory Research ◽  
Game Designer ◽  
Executive Officers ◽  
Theory Research ◽  
Practical Implications

Purpose – The purpose of this paper is to identify the peculiarity of computer game organizations and their human resources. It presents a stage model including four phases covering the growth from demo group to full business. This study extends the research on how computer game organizations are formed and what it takes them to grow to financially self-sufficient. The study also broadens the understanding of the beginning phase of an organization. Design/methodology/approach – The paper utilizes the grounded theory research method with 34 interview sessions among 11 computer game organizations. The interviewed persons include chief executive officers, designers and developers. Findings – This paper presents empirical findings on what a computer game organization go through when they evolve from demo group phase, which is not discussed in existing literature, to full business. The authors observed that the core team is formed over a game designer and one or more developers. The team fortifies as the organization moves onwards to next phases. At the same time its reliance on partners and outsourcing changes to need based. Research limitations/implications – As this is a qualitative study the observations are directly applicable only in the context of observed organizations. In the other context they are merely suggestions. Practical implications – The study presents concrete growth model that can be utilized when building a computer game organization. Originality/value – This paper illustrates the specialty of computer game organizations and their growth process. It also presents discussion of the beginning phase of organizations.

scholarly journals CEOs as agents of change and continuity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elisabeth K. Kelan ◽  
Patricia Wratil
Keyword(s):  
Gender Equality ◽  
Chief Executive Officers ◽  
Design Methodology ◽  
Change Agents ◽  
Chief Executive ◽  
Content Type ◽  
Female Advantage ◽  
Agents Of Change ◽  
Publicly Supported ◽  
Executive Officers

PurposeChief executive officers (CEOs) are increasingly seen as change agents for gender equality, which means that CEOs have to lead others to achieve gender equality. Much of this leadership is going to happen through talk, which raises the question as to how CEOs talk about gender equality to act as change agents. The purpose of this paper is to understand the arguments of CEOs deploy.Design/methodology/approachDrawing on interviews with global CEOs, who have publicly supported gender equality work, the article draws on discourse analysis to understand the arguments of CEOs deploy.FindingsThe analysis shows that CEOs deploy three arguments. First, CEOs argue that women bring special skills to the workplace, which contributes to a female advantage. Second, CEOs argue that the best person for the job is hired. Third, CEOs talk about how biases and privilege permeate the workplace. The analysis shows that CEOs are often invested in essentialised views of gender while holding onto ideals of meritocracy.Originality/valueThe article suggests that how leaders talk about gender equality leads to continuity, rather than change in regard to gender equality.

Good times, bad times: the stock market performance of firms that own high value brands

2016 ◽  
Vol 50 (5/6) ◽  
pp. 670-694 ◽  
Author(s):  
Kevin Voss ◽  
Mayoor Mohan
Keyword(s):  
Chief Executive Officers ◽  
Stock Price ◽  
Ad Hoc ◽  
Chief Executive ◽  
Share Price ◽  
Content Type ◽  
Price Performance ◽  
Stock Market Performance ◽  
Using Data ◽  
Executive Officers

Purpose The purpose of the this paper is to correct a deficiency in the published literature by examining the share price performance of firms that own high-value brands in uptrending, downtrending and sideways markets. Design/methodology/approach The authors examined stock price performance for an index of firms that owned brands in the Interbrand list of the “Best Global Brands” from 2001 through 2009 using the Fama-French method. Findings The authors’ index outperformed the Standard & Poor’s 500 when the market was up or downtrending, but not when it moved sideways. Research limitations/implications The authors find that an index of firms that own the produced better returns than the Standard & Poor’s 500 market index. Owning highly valued brands may be a marketplace signal to the investing community regarding the firm’s management acumen. Practical implications Owning high-value brands seems to influence share price performance, a metric used to judge chief executive officers. Thus, brand investments align with the shareholders’ interest. The authors help alleviate the perception (Challagalla et al., 2014) that marketing managers make investments on an ad hoc basis. Originality/value For the first time, the authors evaluate the effect of owning one or more of the world’s most valuable brands on the market value of common stock using data from downtrending, uptrending and no-trend periods. This research is also among the first to introduce volatility into the Fama-French method and it is an important explanatory variable. This paper’s approach has interesting comparisons to other papers taking a similar analytical approach.

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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