The sociology of compensation inequality in upper‐echelon positions: evidence from Australia

2021 ◽  
Author(s):  
Maryam Safari ◽  
Jacqueline Birt ◽  
Yi Xiang
Keyword(s):  
Upper Echelon

scholarly journals What characteristics of board of directors affect Indonesian bank performance?

2018 ◽  
Vol 6 (1) ◽  
pp. 48
Author(s):  
Stevanus Pangestu ◽  
Christiana Fara Dharmastuti
Keyword(s):  
Board Of Directors ◽  
Fixed Effects ◽  
Organizational Outcomes ◽  
Independent Directors ◽  
Board Members ◽  
Fixed Effects Model ◽  
Upper Echelon ◽  
Top Executives ◽  
Upper Echelon Theory ◽  
Foreign Directors

The sustainability of a firm is determined by the effectiveness of its board of directors. Hambrick and Mason’s Upper Echelon theory states that management characteristics could predict organizational outcomes. This study examines the effects of the characteristics of board of directors on the performance of publicly-traded banks in Indonesia. The measures of board characteristics are educational attainment, presence of independent directors, employment of foreign directors, compensation of directors, and age of directors. Our 58 firm-year observations from 2014-2015 were analyzed using fixed effects model. We find evidence that bank profitability is (i) positively affected by doctorate education of board members and (ii) negatively affected by remuneration of top executives. Based on our findings, we would suggest corporations to: comply with governmental regulations regarding the employment of independent directors, align the interest between principals and agents to eliminate agency problem, and accommodate board members with scholarships designated for academic development.

Stress in Lower and Upper Echelon Staff

1983 ◽  
Vol 53 (3_suppl) ◽  
pp. 1198-1198
Author(s):  
Israel Posner ◽  
David Lester ◽  
Lewis A. Leitner
Keyword(s):  
Upper Echelon

Upper echelon theory (UET)

2011 ◽  
Vol 13 (2) ◽  
pp. 144-162 ◽  
Author(s):  
Hart O. Awa ◽  
Sunday C. Eze ◽  
Joseph E. Urieto ◽  
Benjamin J. Inyang
Keyword(s):  
Upper Echelon ◽  
Upper Echelon Theory

The upper ECHELON against T-cell lymphoma

2022 ◽  
Author(s):  
Emmanuel Bachy ◽  
Gilles Salles
Keyword(s):  
T Cell ◽  
Cell Lymphoma ◽  
T Cell Lymphoma ◽  
Upper Echelon

Unseen Link Between Sustainability Reporting and Financial Reporting

2021 ◽  
pp. 42-62
Author(s):  
Sibel Dinç Aydemir
Keyword(s):  
Financial Reporting ◽  
Behavioral Finance ◽  
Audit Quality ◽  
Ethical Issues ◽  
Sustainability Reporting ◽  
Upper Echelon ◽  
Financial Outcomes ◽  
Future Performance ◽  
Overconfidence Bias

The accounting profession has intensely witnessed compelling challenges in the 21st century. Due to increased number in stakeholders and huge informational need, the traditional model has become unsatisfactory in meeting this need and evaluating company's future performance. Apparently, companies trying to survive in globally competitive markets couldn't attain this goal by focusing merely on financial outcomes. Thus, sustainability reporting has emerged as a vital non-financial information demanded by stakeholders. However, ethical insights on credibility and accountability of this information have been documented and discussed in the literature. Tapping into behavioral finance paradigm and upper echelon approach, this chapter exerts an effort to link financial reporting/audit quality to sustainability reporting and discusses those ethical issues on these processes. Further, while drawing attention to overconfidence bias in individuals involved in reporting and assurance stages, it suggests influential role of decision-makers' personal traits on these mechanisms in a misleading way.

New CEOs’ previous experience and acquisition performance

2019 ◽  
Vol 27 (3) ◽  
pp. 745-758 ◽  
Author(s):  
Heejin Woo
Keyword(s):  
Abnormal Returns ◽  
Competitive Advantages ◽  
Upper Echelon ◽  
Acquisition Performance ◽  
Content Type ◽  
Corporate Strategies ◽  
Cumulative Abnormal Returns ◽  
The Us ◽  
Event Study Method ◽  
Industry Experience

Purpose This study aims to investigate how new CEOs’ previous experiences in other organizations and other industries create value in acquisitions. Drawing on the upper echelon perspective, this study theorizes that the multiorganizational experience of new CEOs is positively associated with acquisition performance and, in particular, that the multi-industry experience of new CEOs leads to better performance in diversifying acquisitions than in related acquisitions. While new CEOs without multiorganizational experience undergo a cognitive entrenchment in firm-specific experience, new CEOs with multiorganizational experience can lead acquisitions with more flexibility and agility. Design/methodology/approach Acquisition and organizational data were drawn from the US manufacturing industries (SIC 20-39) between 2008 and 2010. The event study method was used to test hypotheses. In 346 acquisitions made by 139 firms, acquisition performance was measured according to cumulative abnormal returns. Findings Consistent with the hypotheses, the multiorganizational experience of new CEOs was positively associated with acquisition performance and, in particular, the multi-industry experience of new CEOs led to better performance in diversifying acquisitions than in related acquisitions. Originality/value This paper contributes to the CEO literature and acquisition literature by suggesting that the multiorganizational experience of new CEOs can be a valuable source of competitive advantages, particularly when implementing corporate strategies involving interorganizational integration processes.

Beyond gender: reconceptualizing understandings of work–life balance and the extreme work model for 21st-century high-potential top earners

2020 ◽  
Vol 33 (6) ◽  
pp. 1071-1084
Author(s):  
Kimberly DeSimone
Keyword(s):  
21St Century ◽  
Work Life ◽  
Work Culture ◽  
Barriers To Advancement ◽  
Upper Echelon ◽  
Life Balance ◽  
Content Type ◽  
Advancement Opportunities ◽  
Women’S Perceptions ◽  
Work Model

PurposeThe purpose of this study is to broaden an understanding of women's perceptions regarding advancement potential/barriers to success in upper echelon corporate roles in the S&P 500 in connection with understanding 21st-century family dynamics, rather than addressing gender in isolation.Design/methodology/approachData collection in this study is based on semi-structured phone interviews with 13 women who have been identified by organizational leadership in an S&P 500 company as having high advancement potential. The results are evaluated using interpretive phenomenological analysis.FindingsParticipants' responses support existing research showing that women feel more responsible than their male counterparts for subordinating their career prospects to those of their male partners. Further, participants express that work–life and work–family balance constitute problematic barriers to advancement and often lead them to “choose” to slow-track career advancement and to avoid advancement opportunities. This choice narrative propagates women's perceptions that barriers to advancement are self-imposed. Participants viewed the extreme work model as inevitable in upper-echelon corporate roles, signaling the need for an increased understanding of how a broad definition of familial roles and work culture – rather than gendered issues in isolation – affect advancement opportunities in a 21st-century workforce.Practical implicationsCurrent organizational diversity initiatives have focused too myopically on gender. For organizations to create a more inclusive model for success at the upper echelons, it is essential to broaden organizational initiatives to address 21st-century employees rather than gendered programs. Organizations can endeavor to implement more effective models that enable two partners in a home with dependent children to advance, and all employees, even top leaders, to balance current definitions of work–life in several ways discussed.Originality/valueThe findings of this study are significant, in that they move toward addressing a gap in knowledge concerning women's perspectives on the changing family paradigm, extreme work culture and an expanded understanding of work–life balance. This reconceptualization can help mitigate gendered research and organizational programs that reinforce entrenched binaries, and instead enable organizations to implement more effective initiatives to improve advancement opportunities.

Is Leadership Targeting Effective?

2019 ◽  
pp. 62-92
Author(s):  
Jenna Jordan
Keyword(s):  
Policy Recommendations ◽  
Organizational Size ◽  
Attack Frequency ◽  
Organizational Survival ◽  
Upper Echelon ◽  
Organizational Activity ◽  
Size Type ◽  
Leadership Decapitation ◽  
The Impact

The chapter begins by looking at trends in leadership targeting. It then examines the impact of decapitation on organizational activity, organizational existence, attack frequency, and organizational survival. The data shows that organizational size, type, and leadership rank all have an impact on the probability that a group will experience a cessation of organizational activity after leadership decapitation. Large, religious, separatist, and Islamist groups are resilient to decapitation efforts and likely to continue carrying out activity. Targeting the top leader as opposed to members of the upper echelon is more likely to result in a cessation of activity, and groups in countries with a larger population are more likely to withstand leadership attacks. The chapter concludes with an overall assessment of the theoretical implications and policy recommendations regarding the efficacy of leadership targeting.

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