MATHEMATICAL VISUALIZATION AND ANALYSIS TECHNIQUES FOR ENTREPRENEURSHIP STUDIES: IMAGE PROCESSING IN THE UNITED STATES, EUROPE, JAPAN AND AUSTRALIA

1994 ◽  
Vol 02 (01) ◽  
pp. 509-533
Author(s):  
JOSE ALONSO ◽  
W BYGRAVE ◽  
L M GILLIN
Keyword(s):  
United States ◽  
Chief Executive Officers ◽  
Dimensional Space ◽  
Geographical Location ◽  
Principal Component ◽  
Chief Executive ◽  
The United States ◽  
Mathematical Visualization ◽  
And Performance ◽  
Executive Officers

Statistics and computer graphics, using linear and non-linear techniques, have been applied to entrepreneurial survey data in a study of the image analysis industry. Chief Executive Officers and Directors of Research have been interviewed in the United States, Europe, Japan and Australia. During the interview, a long questionnaire was completed. A mathematical model in terms of motivation, resources and performance measures has been developed to evaluate company positioning, and for future implementation as an expert system for high technology investment evaluation. A set of indices, derived using cluster and principal component analyses, describes groupings of variables which can be used to find the locus of a company position in an n-dimensional space. This position helps to establish whether the requisite technical, knowledge, marketing and financial infrastructures of the company are in keeping with the n-dimensional surfaces established by other companies in the field. These surfaces are then visualized using polynomial and Fourier parametric methods. Stratifications of the database by culture (as determined by geographical location), manufacturer-user-integrator classification, measures of innovation, and modes of deployment of financial resources are studied in terms of their taxonomic and performance characterisation abilities. Preliminary analyses reveal noticeable clustering of motivational variables by culture.

scholarly journals Why East Asians but not South Asians are underrepresented in leadership positions in the United States

2020 ◽  
Vol 117 (9) ◽  
pp. 4590-4600 ◽  
Author(s):  
Jackson G. Lu ◽  
Richard E. Nisbett ◽  
Michael W. Morris
Keyword(s):  
United States ◽  
Chief Executive Officers ◽  
South Asians ◽  
Chief Executive ◽  
The United States ◽  
Leadership Positions ◽  
East Asians ◽  
Cultural Fit ◽  
Bamboo Ceiling ◽  
Executive Officers

Well-educated and prosperous, Asians are called the “model minority” in the United States. However, they appear disproportionately underrepresented in leadership positions, a problem known as the “bamboo ceiling.” It remains unclear why this problem exists and whether it applies to all Asians or only particular Asian subgroups. To investigate the mechanisms and scope of the problem, we compared the leadership attainment of the two largest Asian subgroups in the United States: East Asians (e.g., Chinese) and South Asians (e.g., Indians). Across nine studies (n= 11,030) using mixed methods (archival analyses of chief executive officers, field surveys in large US companies, student leader nominations and elections, and experiments), East Asians were less likely than South Asians and whites to attain leadership positions, whereas South Asians were more likely than whites to do so. To understand why the bamboo ceiling exists for East Asians but not South Asians, we examined three categories of mechanisms—prejudice (intergroup), motivation (intrapersonal), and assertiveness (interpersonal)—while controlling for demographics (e.g., birth country, English fluency, education, socioeconomic status). Analyses revealed that East Asians faced less prejudice than South Asians and were equally motivated by work and leadership as South Asians. However, East Asians were lower in assertiveness, which consistently mediated the leadership attainment gap between East Asians and South Asians. These results suggest that East Asians hit the bamboo ceiling because their low assertiveness is incongruent with American norms concerning how leaders should communicate. The bamboo ceiling is not an Asian issue, but an issue of cultural fit.

More Cash, Less Innovation: The Effect of the American Jobs Creation Act on Patent Value

2019 ◽  
pp. 1-28
Author(s):  
Heitor Almeida ◽  
Po-Hsuan Hsu ◽  
Dongmei Li ◽  
Kevin Tseng
Keyword(s):  
United States ◽  
Chief Executive Officers ◽  
Multinational Firms ◽  
Institutional Ownership ◽  
Chief Executive ◽  
The United States ◽  
Innovation Strategy ◽  
Patent Value ◽  
Cash Inflow ◽  
Executive Officers

Firms can become less innovative following a sudden cash “inflow.” Specifically, multinational firms that were eligible to repatriate (and indeed repatriated) cash to the United States under the American Jobs Creation Act (AJCA) generate less valuable patents than otherwise similar firms. They also explore more. This effect only exists among firms in less competitive industries, firms with lower institutional ownership (IO), and firms with overconfident chief executive officers (CEOs); this effect is mainly driven by the reduction in the value of U.S.-originated patents. Our evidence suggests that, without appropriate governance, a cash windfall may lead managers to engage in riskier innovation strategy, which can destroy value.

The Pressures of Growth

1995 ◽  
Author(s):  
Bryan G. Norton
Keyword(s):  
United States ◽  
Economic Growth ◽  
Chief Executive Officers ◽  
Energy Use ◽  
Chief Executive ◽  
Well Being ◽  
The United States ◽  
Environmental Goals ◽  
Executive Officers ◽  
The Right

Critics of environmentalism have often charged that the movement is “elitist.” By this is meant, among other complaints, that environmentalists are mainly members of the middle and upper classes who have achieved a comfortable level of economic well-being and who want to “lock up” natural resources, discourage economic growth, and withhold upwardly mobile job opportunities from less privileged economic groups in the society. Environmentalists, of course, dispute this criticism, arguing that it is unsupported by any reasonable interpretation of either environmentalists’ goals or the socioeconomic data. Nevertheless, the criticism strikes a sensitive nerve. It is interesting that the charge is directed at environmentalists, a majority of whom are liberals or progressives, both from the right, which claims environmental regulations choke off economic opportunities, and from the left, which argues that skirmishes over resource policy represent just one more episode in the ongoing war between the classes. What is undeniable is that the growth issue is the most difficult one facing environmentalists today. Here is a real dilemma. If environmentalists embrace economic growth in America, they apparently embrace endless sprawl, boom towns, high energy use, degradation of watersheds and wetlands, more chemicals—evils without end. If they oppose growth, however, they appear to favor unemployment, reduced wages, and economic stagnation. About growth, the dilemma encourages ambivalence and waffling: In 1977, the Rockefeller Brothers Fund published The Unfinished Agenda: The Citizen’s Guide to Environmental Issues, which emphasized a need for “a major transformation in human values” and argued that the United States has “enjoyed a development that is no longer possible for most [nations].” The United States must, the report urges, aid in “the transition from abundance to scarcity” and provide examples of how, “in a ‘Conserver Society,’ quality of life can be preserved (and, for many, increased) in an era of scarcity.” In the years since the Reagan antiregulatory revolution, however, environmentalists have also emphasized the importance of economic growth in achieving environmental goals. In a 1985 agenda document (environmentalists love to compose agendas), the Group of Ten (chief executive officers of ten leading environmental organizations) said: “Continued economic growth is essential.

scholarly journals Corporate governance and the new chief executive: How institutionalized power affects the agency contract

2004 ◽  
Vol 2 (1) ◽  
pp. 73-85
Author(s):  
Kevin Banning
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
The United States ◽  
Publicly Traded ◽  
Governance Systems ◽  
The Board Of Directors ◽  
And Performance ◽  
Executive Officers ◽  
Positive Effect ◽  
Agency Contract

This research examines one explanation for why replacing the chief executive officer does not seem to improve firm performance despite its positive effect on financial markets: some new chief executive officers (CEOs) are able to negotiate favorable agency contracts, and therefore protect their positions, at the expense of performance that would benefit shareholders. In a longitudinal study of 150 publicly-traded firms in the United States, we found that the governance systems that align the CEO’s and owners’ interests, the mechanisms by which compliance with the agency contract is monitored, and the firm’s strategies and performance differed as a function of ownership concentration. In firms with dispersed ownership, new CEOs initiated changes favorable to them in the composition of the board of directors and in the level of and risk associated with their compensation. We also explore reasons for the differing patterns of institutionalized power resulting from the agency contract.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

The Birth of the Business Roundtable

2013 ◽  
Author(s):  
Benjamin C. Waterhouse
Keyword(s):  
Financial Services ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
The United States ◽  
Business Leaders ◽  
Business Lobbying ◽  
History Of ◽  
Business Roundtable ◽  
Dramatic Shift ◽  
Executive Officers

This chapter demonstrates how the Business Roundtable—a consortium of chief executive officers from approximately one hundred and fifty of America's largest publicly and privately held corporations—holds a unique place in the history of business lobbying. It emerged in direct response to business's crisis of confidence and quickly became a powerful symbol of business leaders' desire to shape politics as well as an expression of their collective power. The first decade of the Roundtable's activism coincided with the dramatic shift of production away from the United States, the permanent decline of both productivity growth and unionization, and the supplanting of manufacturing by financial services as the nation's most important industry. The specific policy threats that drove the leaders of American big business to create the Business Roundtable reflected these shifting dynamics.

It's All about Me: Narcissistic Chief Executive Officers and Their Effects on Company Strategy and Performance

2007 ◽  
Vol 52 (3) ◽  
pp. 351-386 ◽  
Author(s):  
Arijit Chatterjee ◽  
Donald C. Hambrick
Keyword(s):  
Organizational Performance ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Computer Hardware ◽  
Annual Reports ◽  
Company Strategy ◽  
And Performance ◽  
Ceo Narcissism ◽  
Executive Officers ◽  
Performance Results

This study uses unobtrusive measures of the narcissism of chief executive officers (CEOs)—the prominence of the CEO's photograph in annual reports, the CEO's prominence in press releases, the CEO's use of first-person singular pronouns in interviews, and compensation relative to the second-highest-paid firm executive—to examine the effect of CEO narcissism on a firm's strategy and performance. Results of an empirical study of 111 CEOs in the computer hardware and software industries in 1992–2004 show that narcissism in CEOs is positively related to strategic dynamism and grandiosity, as well as the number and size of acquisitions, and it engenders extreme and fluctuating organizational performance. The results suggest that narcissistic CEOs favor bold actions that attract attention, resulting in big wins or big losses, but that, in these industries, their firms' performance is generally no better or worse than firms with non-narcissistic CEOs.

Constitutional Limitations on Reëligibility of National and State Chief Executives

1952 ◽  
Vol 46 (2) ◽  
pp. 438-454 ◽  
Author(s):  
Joseph E. Kallenbach
Keyword(s):  
United States ◽  
Chief Executive ◽  
The United States ◽  
United States Constitution ◽  
Chief Executives ◽  
State Constitutions ◽  
Second Amendment ◽  
Federal Constitution ◽  
Current Term ◽  
Executive Officers

On March 1, 1951, the Administrator of General Services certified that the proposed presidential tenure amendment submitted to the states by Congress in 1947 had been ratified by thirty-six states, thus making it a part of the United States Constitution. Adoption of this proposal, which becomes the Twenty-second Amendment to the United States Constitution, disposes of an issue that has agitated American politics periodically since the establishment of the Presidency. Hereafter no person will be eligible for a third term as President if he has served two full elective terms or one full elective term plus more than one-half of another term through succession to the office. President Truman, who would otherwise be rendered ineligible for reëlection following completion of his current term, is exempted from the ban by a qualifying clause which excludes from coverage “any person holding the office of President when this Article was proposed by the Congress.”Hostility to long continuance in office, particularly for executive officers, has been a prominent feature of American political thinking since Revolutionary times. Seven of the original state constitutions, all of which were formulated prior to adoption of the federal Constitution, carried clauses limiting reeligibility of the state chief executive.

Why Malaysian Companies Are Involved in Related Party Transactions (RPT) in the Context of Corporate Governance (CG)

2021 ◽  
pp. 296-317
Author(s):  
Suleman Sherali Kamwani ◽  
Sofri B. Yahya
Keyword(s):  
Corporate Governance ◽  
Financial Reporting ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Related Party Transactions ◽  
Good Corporate Governance ◽  
Corporate Governance Mechanisms ◽  
Monitoring And Enforcement ◽  
And Performance ◽  
Executive Officers

The regulations related to corporate governance mechanisms such as the sensitivity of pay and performance of chief executive officers, board characteristics, and watches outside of those that are well connected in related party transactions (RPTs)in Malaysia are struggling from the monitoring and enforcement of good corporate governance. The primary aims of this study are to investigate the gap that exists in Malaysian company failures due to appropriate related party transactions and to evaluate the impact of good corporate governance on shareholders' confidence in related party transaction (RPTs) disclosures from the Malaysian Accounting Standards Board (MASB) of regulations. In the year 2000, a study was done by Claessens that examined the data of 236 Malaysian public organizations. The study found the dominancy of a large block of shareholders in organizations in addition to weak institutional structures. This chapter focuses on the usage of related party transactions undertaken to benefit Malaysian companies which have led to financial reporting disclosure information.

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