CEOs Driving Decision Making Toward Higher Performance: Strategic Micro-foundations of Small-Sized Family Firms

2021 ◽  
pp. 002188632110232
Author(s):  
Yair Friedman ◽  
Abraham Carmeli
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Family Firms ◽  
Chief Executive ◽  
Strategic Decision ◽  
Positive Interaction ◽  
Research Attention ◽  
Implementation Capacity ◽  
Decision Making Processes ◽  
Executive Officers

Chief executive officers (CEOs) have a substantial influence on the decision-making processes of the top management team (TMT) and the performance of the firm in general, and this influence is particularly important in small-sized family firms. By integrating research on CEO qualities and the CEO–TMT interface to explain how they interact in ways that drive firm performance, we provide a first attempt to highlight the importance of CEO capacity to implement decisions that were made following a comprehensive process (i.e., strategic decision comprehensiveness, SDC) for the performance of small-sized family firms. In so doing, we provide a micro-foundation lens and also direct research attention to decision implementation, a key issue in the field of strategic management, which unfortunately has relatively been overlooked in the extant literature. Results of multisource survey data collected from CEOs and TMT members of 131 small-sized family firms indicate a positive interaction effect between CEO implementation capacity, the TMT SDC, and the performance of small-sized family firms.

scholarly journals Getting in with the “In” crowd: how to put marketing back on the CEO's agenda

2014 ◽  
Vol 25 (2) ◽  
pp. 195-212 ◽  
Author(s):  
Philipp Klaus ◽  
Bo Edvardsson ◽  
Timothy L. Keiningham ◽  
Thorsten Gruber
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Western Europe ◽  
New Technology ◽  
Chief Executive ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Key Issues ◽  
Executive Officers

Purpose – Despite efforts by researchers and managers to better link marketing activities with business financial outcomes, there is general agreement that by and large chief marketing officers (CMOs) (and marketing in general) have lost strategic decision-making influence within organizations. The purpose of this paper is to understand the causes of this decline and offer recommended solutions to counteract this trend. Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with 25 chief executive officers (CEOs) of service companies located in Western Europe, North America, and Australia. In total, 13 difference countries were represented. Using Emerging Consensus Technique, we identified four main themes, which cause the goals of CEOs and those of CMOs/marketing to diverge. Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: first, the role of the CMO (e.g. task overload, focus on tactical issues, “outdated” skill set); second, lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns); third, digital and social media (e.g. a perceived obsession with new technology); and forth, lack of strategic vision and impact (e.g. lost sight of “core” job, use of irrelevant metrics). Practical implications – The findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs. Originality/value – This research provides marketers with a CEO eye view of their role within organizations.

scholarly journals Motives for Profit Sharing: A Study of Canadian Chief Executive Officers

2005 ◽  
Vol 52 (4) ◽  
pp. 712-733 ◽  
Author(s):  
Richard J. Long
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Telephone Survey ◽  
High Growth ◽  
Chief Executive ◽  
Profit Sharing ◽  
Decision Making Process ◽  
Company Size ◽  
For Profit ◽  
Executive Officers

This study seeks to explain why companies do or do not introduce employee profit sharing, through a telephone survey of chief executive officers at 626 Canadian companies. In addition to examining some of the usual contextual variables, this study goes beyond previous work by directly questioning CEOs about their motives for adopting or not adopting profit sharing, and by including managerial philosophy as a possible factor in their decision-making process. Results indicated that managerial philosophy and company size were the two key predictors of incidence of profit sharing. However, the firms most likely to adopt profit sharing in the future were those experiencing a high growth in sales coupled with a low growth in employees. Surprisingly, unionization was not related to either présence of, or intention to implement, profit sharing.

Stakeholder prioritisation by Mayors and CEOs in infrastructure asset decisions

2014 ◽  
Vol 10 (3) ◽  
pp. 355-381 ◽  
Author(s):  
Pavithra Siriwardhane ◽  
Dennis Taylor
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Local Governments ◽  
Chief Executive ◽  
Content Type ◽  
Managerial Values ◽  
The Public ◽  
Stakeholder Groups ◽  
Stakeholder Identification ◽  
Executive Officers

Purpose – The purpose of the study is to investigate differences between the perceptions of the Mayors and Chief Executive Officers (CEOs) of local government authorities (LGAs) with regards to the attributes of power, legitimacy and urgency of different identified stakeholder groups regarding their claims and needs concerning infrastructure assets. Stakeholder groups are categorised into those at the public level and those at higher-tier government level. Design/methodology/approach – A survey of 420 LGAs throughout Australia was undertaken using an instrument developed from the constructs in Mitchell et al.’s (1997) theory of stakeholder identification and salience. Findings – The results first reveal that there are more similarities than differences between the perceptions of the Mayors and CEOs with regard to stakeholder attributes of different stakeholder groups. Second, both Mayors and CEOs view stakeholders in infrastructure decision-making as largely “expectant dependant”. However, there is evidence that some biased priority may be accorded to the “public stakeholder” category over “higher-tier government” category because the CEO’s perception of the power of “public” stakeholders, together with the Mayor’s managerial values, is significantly positively related to their perceptions of the salience of these “public” stakeholders, but not “higher-tier government” stakeholders. However the results of the analysis change in the combined sample of the Mayor and CEO, making both categories of stakeholders as “definitive” in infrastructure decision-making. Research limitations/implications – The results of this study are subject to the usual limitation of mail surveys, including biases that can arise in respondents’ rating based on their perceptions. The findings have implications for the process of infrastructure decision-making in local governments. Originality/value – This paper contributes to the literature, providing evidence on how Mayors and CEOs of local governments prioritise the needs, interests and claims of different stakeholders with respect to infrastructure assets.

scholarly journals International entrepreneurship and Mexican listed family firms’ CEO/Board characteristics

2019 ◽  
pp. 361-369
Author(s):  
Karen Watkins-Fassler ◽  
Lázaro Rodríguez-Ariza
Keyword(s):  
Family Involvement ◽  
Chief Executive Officers ◽  
Family Firms ◽  
International Entrepreneurship ◽  
Emerging Market ◽  
Chief Executive ◽  
Probit Model ◽  
Women On Boards ◽  
Executive Officers ◽  
Binary Probit

The objective of this research is to analyze the influence on international entrepreneurship of both Chief Executive Officers (CEOs) and board of directors’ traits. It takes into account 52 listed family firms in Mexico (2001-2015), an emerging market where ownership concentration is particularly high. Results obtained from a binary probit model show that family involvement reduces the odds of pursuing foreign endeavors. However, when the CEO has a business administration academic background, the probability of having subsidiaries or branches abroad rises considerably. Finally, there is evidence that the presence of women on boards reduces the odds of international entrepreneurship.

scholarly journals Do Narcissistic Managers Prefer Incentive Systems Based on Financial Instruments? An Analysis Based on Choice Experiments

2021 ◽  
Vol 13 (3) ◽  
pp. 1255
Author(s):  
Eva Crespo-Cebada ◽  
Carlos Díaz-Caro ◽  
Aurora E. Rabazo-Martín ◽  
Edilberto J. Rodríguez-Rivero
Keyword(s):  
Chief Executive Officers ◽  
Financial Incentives ◽  
Chief Executive ◽  
Influential Factor ◽  
Financial Instruments ◽  
Incentive Systems ◽  
The Sustainable Development ◽  
Upper Echelons Theory ◽  
Decision Making Processes ◽  
Executive Officers

The purpose of this work is to analyse the preferences of Chief Executive Officers (CEOs) in relation to the different components of incentive systems: financial vs. non-financial. The incentive systems could be an instrument for the sustainable development of Firms. Upper Echelons Theory establishes that the traits of executives affect the decision-making processes, and among these traits, narcissism is a potentially influential factor in these processes. Therefore, the extent to which the level of narcissism influences the choice of one instrument or another is also analysed. For this purpose, a choice experiment has been carried out to analyse the preferences of CEOs. The questionnaire developed incorporates both the choices about different systems and the NPI-16 test that allows individuals to be classified according to their narcissistic nature. The main results show that, in general, there is a stronger preference for non-financial instruments than for financial instruments in the design of incentive systems. However, narcissistic CEOs show a clear inclination towards financial incentives that bring them benefits rather than provide incentives.

CEO Machiavellianism and Strategic Alliances in Family Firms

2020 ◽  
pp. 089448652093889
Author(s):  
Jeffrey A. Chandler ◽  
Oleg V. Petrenko ◽  
Aaron D. Hill ◽  
Nathan Hayes
Keyword(s):  
Strategic Alliances ◽  
Chief Executive Officers ◽  
Strategic Alliance ◽  
Family Firms ◽  
Negative Relationship ◽  
Chief Executive ◽  
Family Ownership ◽  
Upper Echelons Theory ◽  
Alliance Partners ◽  
Executive Officers

In this study, we build on upper echelons theory and insights from psychology to suggest that CEO Machiavellianism is manifested in the alliance behaviors of family firms. Specifically, we argue that more Machiavellian chief executive officers (CEOs) seek out strategic alliances—as doing so provides opportunities to manipulate, control, and exploit others—and that their tendency toward manipulative and controlling behaviors results in less sustainable alliances. We also argue that the effect of CEO Machiavellianism on the engagement and sustainability of strategic alliances is affected by operating in family firms. Since the owning family often intervenes and mitigates any concerns regarding the organization or its leadership, we argue that any concerns that alliance partners have regarding more Machiavellian CEOs will be weaker as family ownership increases; as such, we argue that as family ownership increases, the positive relationship between CEO Machiavellianism and strategic alliance engagement will be more strongly positive while the negative relationship between CEO Machiavellianism and alliance sustainability will be less strongly negative. Our study presents and tests a theory of how more Machiavellian CEOs affect the decisions surrounding strategic alliances by providing a novel antecedent of the decisions surrounding strategic alliances in family firms. We find support for our arguments with a sample of Standard & Poor’s 500 firms.

The Role of Consumers in Health Care Decision Making

1997 ◽  
Vol 10 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Kathleen Ahearn ◽  
Marguerite Donohue ◽  
Pran Manga
Keyword(s):  
Health Care ◽  
Decision Making ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Consumer Involvement ◽  
Board Members ◽  
Health Care Decision ◽  
Executive Officers ◽  
Care Decision

This paper focuses on the results of a survey of chief executive officers and consumer board members of Ontario hospitals and community health centres regarding the role of consumers in health care decision making. The opinions of both the chief executive officer and consumer board member respondents were elicited regarding the value of consumer input in decision making for the organizations studied. Results indicate that consumer board members feel that their input into organizational decision making is valued, chief executive officers value the input of consumers, and consumer involvement in decision making is increasing. More women are now involved on boards of the organizations studied, but visible minority representation remains low on hospital boards. Consumer board members feel that their decision making is influenced by providers on the board.

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.

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