Study of Intellectual Capital Dimensions in IT Industry Using DEMATEL Method

2017 ◽  
Vol 16 (03) ◽  
pp. 1750022 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Causal Relation ◽  
Statistical Treatment ◽  
Chief Executive ◽  
Policy Implications ◽  
Relational Capital ◽  
It Industry ◽  
Hr Managers ◽  
Executive Officers

The purpose of this paper is to analyse the causal relation structure among the dimensions of Intellectual Capital (IC) by using the DEMATEL method. In this study, the dimensions of IC comprise human, structural, and relational capital. This study empirically analyses the causal relation structure with a sample of 18 (12 national and 6 multi-national) Information Technology (IT) firms operating in India. The respondents were the experts from IT firms encompassing chief executive officers, general managers, Human Resource (HR) managers, senior managers, and the IT consultants. Decision-Making Trial and Evaluation Laboratory (DEMATEL) method is used for the statistical treatment of the data. On the human, structural, and relational capital fronts, findings of the study suggest that “motivation of the personnel”, “operation process”, “brand value”, respectively, have the maximum causing properties. The study is limited to IT industry of India only. The dimensions of IC will differently trigger the attitude and behaviours of employees relevant for the parent organisation that helps the management to deal with different dynamic circumstances resulting in different outcomes. Study empirically assessed that there are synergy and causal relation structure between the dimensions. Present study contributes to retention and engagement of human capital and prefers potentially important policy implications. Examining the interrelationship among the dimensions of IC in the context of Indian IT is the novel contribution of the present study. Theoretically and empirically assessing the causal interrelationship and addressing the research gaps summarised from the literature will contribute to the IC research.

Impact of Public Policy on Small Third Sector Social Enterprises

2017 ◽  
pp. 84-107
Keyword(s):  
Public Policy ◽  
Chief Executive Officers ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
Policy Framework ◽  
Structured Interviews ◽  
Hr Managers ◽  
Executive Officers ◽  
The Impact

This chapter provides important perspectives from key informants about their experiences of the impact of public policy on small social enterprises. Semi-structured interviews were conducted with the 10 Chief Executive Officers (CEOs), 8 HR managers, and 46 operational managers working in small third sector social enterprises in four UK regions to ascertain how government policy framework poses challenges and/or encourages small third sector social enterprises growth and success. There is clear evidence that changes in public policy have had some challenging effect on services development and in several regions, with core services, training and employment support and preventative services are showing a net deterioration.

scholarly journals The Politics of CEOs

2019 ◽  
Vol 11 ◽  
pp. 1-45 ◽  
Author(s):  
Alma Cohen ◽  
Moshe Hazan ◽  
Roberto Tallarita ◽  
David Weiss
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Policy Implications ◽  
The Political ◽  
Political Contributions ◽  
Public Companies ◽  
Federal Election Commission ◽  
Political Preferences ◽  
Executive Officers ◽  
Election Commission

Abstract This article studies the political preferences of chief executive officers (CEOs) of public companies. We use Federal Election Commission records to compile a comprehensive database of the political contributions made by more than 3800 individuals who served as CEOs of Standard & Poor’s 1500 companies between 2000 and 2017. We find a substantial preference for Republican candidates. We identify how this pattern is related to the company’s industry, region, and CEO gender. In addition, we show that companies led by Republican CEOs tend to be less transparent to investors with respect to their political spending. Finally, we discuss the policy implications of our analysis.

CEO Overconfidence, CEO Compensation, and Earnings Manipulation

2014 ◽  
Vol 26 (2) ◽  
pp. 167-193 ◽  
Author(s):  
Chia-Feng (Jeffrey) Yu
Keyword(s):  
Capital Market ◽  
Chief Executive Officers ◽  
Financial Crises ◽  
Firm Value ◽  
Chief Executive ◽  
Policy Implications ◽  
Earnings Manipulation ◽  
Agency Model ◽  
Job Offers ◽  
Executive Officers

ABSTRACT In the wake of recent financial crises and corporate failures, chief executive officers (CEOs) are often blamed for their overconfidence leading to earnings manipulation and excessive risks. Why is it then that these overconfident CEOs obtain job offers in the first place? This paper presents a novel explanation for the co-existence of CEO overconfidence and earnings manipulation observed in practice. In an agency model with an external capital market, I identify two potential reasons for a board to hire an overconfident CEO and design a contract that accommodates earnings manipulation: an internal motive, directed at maximizing the ex ante firm value, and an external motive, directed at enhancing the interim market valuation of the firm. The flip side, however, is that the firm can be more likely to become insolvent and bear greater risks of bankruptcy. Some policy implications and limitations are also discussed. JEL Classifications: D86; G34; M41.

Corporate governance and intellectual capital disclosures in CEOs’ statements

2017 ◽  
Vol 8 (1) ◽  
pp. 2-21 ◽  
Author(s):  
Xiaochang Yan
Keyword(s):  
Corporate Governance ◽  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Negative Relationship ◽  
Chief Executive ◽  
Annual Reports ◽  
Board Composition ◽  
Content Type ◽  
Leverage Ratio ◽  
Executive Officers

Purpose The purpose of this paper is to study the influences of corporate governance on intellectual capital disclosures in chief executive officers’ (CEOs’) statements in annual reports. Design/methodology/approach Index score, word count and overall tone of CEOs’ intellectual capital disclosures are calculated to represent the extent, amount and tone of these disclosures, respectively. With a sample of 78 FTSE 100 companies, this paper uses content analysis and empirical analysis to examine the impacts of board size, board composition and shares concentration on the above three measures of CEOs’ intellectual capital disclosures, controlling for company size, profitability and leverage ratio. Findings Empirical results demonstrate a significant positive relationship between board composition and the extent, amount and tone of CEOs’ intellectual capital disclosures and a significant negative relationship between shares concentration and the amount of these disclosures. Originality/value This paper focuses on the impacts of corporate governance on CEOs’ intellectual capital disclosures. It also groundbreakingly measures the tone of CEOs’ disclosures.

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.

scholarly journals Toward a Working Model of Leadership in Nonprofit Sport Governance

2019 ◽  
Vol 33 (3) ◽  
pp. 189-202 ◽  
Author(s):  
Ian O’Boyle ◽  
David Shilbury ◽  
Lesley Ferkins
Keyword(s):  
Chief Executive Officers ◽  
Leadership Skills ◽  
Chief Executive ◽  
Future Research ◽  
Limited Attention ◽  
Study Approach ◽  
Working Model ◽  
Executive Officers ◽  
Scholarly Discourse

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

scholarly journals Leadership or luck? Randomization inference for leader effects in politics, business, and sports

2021 ◽  
Vol 7 (4) ◽  
pp. eabe3404
Author(s):  
Christopher R. Berry ◽  
Anthony Fowler
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Anecdotal Evidence ◽  
Political Leaders ◽  
Quantitative Test ◽  
Wide Range ◽  
Randomization Inference ◽  
Executive Officers ◽  
Sports Coaches

Anecdotal evidence suggests that some leaders are more effective than others but observed differences in outcomes between leaders could be attributable to chance variation. To solve this inferential problem, we develop a quantitative test of leader effects that provides more reliable inferences than previous strategies, and we implement the test in the settings of politics, business, and sports. We find significant effects of political leaders, particularly in nondemocracies. We find little evidence that chief executive officers influence the performance of their firms. In addition, we find clear evidence that sports coaches matter for a wide range of outcomes in football, basketball, baseball, and hockey.

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