Does One Size Fit All? Investigating Pay–Future Performance Relationships Over the “Seasons” of CEO Tenure

2016 ◽  
Vol 43 (3) ◽  
pp. 864-891 ◽  
Author(s):  
Wanrong Hou ◽  
Richard L. Priem ◽  
Maria Goranova
Keyword(s):  
Best Practices ◽  
Boards Of Directors ◽  
Organizational Goals ◽  
Future Performance ◽  
Holistic Approaches ◽  
Ceo Tenure ◽  
Ceo Pay ◽  
Performance Based Compensation ◽  
The One ◽  
Ceo Characteristics

Boards of directors must navigate between adopting standardized “best practices” for their CEOs’ pay plans, on the one hand, and customizing their CEOs’ pay to align their particular CEO’s goals with those of shareholders, on the other. We build theory proposing that the incentive effects of different CEO compensation types vary consistently over CEO tenures and, therefore, that overstandardization of CEO pay plans actually can hurt shareholders. Our analysis of a sample of U.S. Standard & Poor’s 500 firms from 1998 to 2005 shows declining benefits to shareholders from performance-based compensation (i.e., options and bonuses) as CEO tenure increases but an opposite effect for non-performance-based (i.e., salary) pay. These findings can be considered a preliminary warning that normative “best practices” should not become the exclusive approach to determining CEO pay packages; instead, boards should consider more holistic approaches that incorporate the fit between CEO characteristics and organizational goals.

From the boundaries of management to the management of boundaries

2019 ◽  
Vol 25 (3) ◽  
pp. 391-413 ◽  
Author(s):  
Andrea Caputo ◽  
Raffaele Fiorentino ◽  
Stefano Garzella
Keyword(s):  
Best Practices ◽  
Business Processes ◽  
Relevant Literature ◽  
Firm Boundaries ◽  
Content Type ◽  
Multiple Partners ◽  
The One ◽  
Development And Management ◽  
Practical Implications

PurposeThe purpose of this paper is to examine some of the new capabilities that are required for the facilitation of business processes management (BPM) in the current political and technological landscape. Specifically, the goal is to investigate the role of firm boundaries, from a business processes perspective, in new contexts in which the affirmation of digitalization requires more integration across a complex network of partners.Design/methodology/approachThe paper is based on a review of relevant literature on BPM, firm boundaries and negotiation. By critically integrating this literature, a framework is developed with the objective of supporting the management of boundaries.FindingsBPM, new competitive contexts, and the technological landscape require the development and management of boundary capabilities. Among these capabilities, “boundary management” – how managers coordinate resources, activities and business processes on the boundaries of the firm – should play a key role. Moreover, as managers must continuously interact with multiple partners in digital supply chains, the organizational model of negotiation serves as a means of effectively managing firm boundaries.Practical implicationsThe framework offers insights and guidelines that can help practitioners manage the boundaries of business processes. The authors encourage a focus on business processes occurring at firm boundaries. Furthermore, the authors encourage the development of new capabilities in response to the needs of practitioners to ensure best practices of negotiation.Originality/valueThis study shifts the emphasis of BPM from the boundaries of management to the management of boundaries. By shedding light on new capabilities required, this paper enriches the BPM literature and can assist, on the one hand, in reconfiguring business processes in the new political and technological landscape and, on the other hand, in facilitating effective negotiation.

Liquid Workforce

2018 ◽  
pp. 1-17 ◽  
Author(s):  
Manish Gupta
Keyword(s):  
Best Practices ◽  
Organizational Goals ◽  
Contemporary World ◽  
Detailed Outline

The main objectives of this chapter are to define liquid workforce, describe its characteristics, and outline its implications. This chapter would help readers understand the need for studying liquid workforce and appreciate its importance in the contemporary world. Moreover, it provides a detailed outline of the ways and means that organizations can use to build such a workforce. It highlights the steps an organization can take to enhance the effectiveness of its liquid workforce. In addition, it explores certain best practices in the industry to illustrate how well the fluidity of the workforce can be managed without compromising on organizational goals.

information. How do produced quantities influence the costs per unit? How can costs, calculated at different times, be compared? What is the best way to distribute the overheads? etc.. .. After the setting up of the accounting system, a long process of maturation began. This is evident, on the one hand, from the discussions of the Board of Directors and, on the other hand from the differences between the two sets of accounts approved by the Board of Directors in 1832 and 1872. The structure of the Com­ pany evolved considerably between 1832 and 1880: two mergers occurred, the first one in 1858 with Saint-Quirin, a glass manufac­ turer, and the second one in 1872 with Perret-Olivier, whose fields of activity were mining and chemistry. After the second merger, the sales figures for chemistry outstripped the sales of glass and mirrors and during this time the Company had grown to include 16 branches in France and Germany. DISCUSSIONS ON INDUSTRIAL ACCOUNTING All the questions dealing with the setting up of a management accounting system were discussed by the Boards of Directors. In most cases, the solutions were only practical ones. There never seemed any intent or desire by the Company to make any theory or any generalization of those practical solutions. Direct and indirect costs. The distinction between direct and indirect cost was made first in 1829 with regards to labor charges.9 Salaries, of which a comprehensive list is given above, will be separated into two groups: 1) Those concerning directly and specially with the manufacturing process. 2) Those concerning administration. At the end of the year, the former will be divided and included in the suitable items of expenses; then the latter will be included in the overheads. However, direct labor is likely to have included only the wages of workers having a permanent job, and excluded those of the day laborer, which are by their very nature fluctuating. In the soda factory, the majority of workers were day laborers, thus making it difficult to estimate precisely the ratio between direct and indirect labor charges. Production level and cost per unit. In the previously quoted chief accountant’s report concerning the financial year 1827-1828,

2014 ◽  
pp. 259-259
Keyword(s):  
Board Of Directors ◽  
Boards Of Directors ◽  
Indirect Costs ◽  
The Other ◽  
Production Level ◽  
Accounting System ◽  
Direct And Indirect Costs ◽  
System A ◽  
The Board Of Directors ◽  
The One

scholarly journals Developing cybersecurity education and awareness programmes for small- and medium-sized enterprises (SMEs)

2019 ◽  
Vol 27 (3) ◽  
pp. 393-410 ◽  
Author(s):  
Maria Bada ◽  
Jason R.C. Nurse
Keyword(s):  
Best Practices ◽  
Research Literature ◽  
Content Type ◽  
Security Education ◽  
Education And Awareness ◽  
The One ◽  
High Level ◽  
And Training ◽  
Insight Into

PurposeThe purpose of this study is to focus on organisation’s cybersecurity strategy and propose a high-level programme for cybersecurity education and awareness to be used when targeting small- and medium-sized enterprises/businesses (SMEs/SMBs) at a city-level. An essential component of an organisation’s cybersecurity strategy is building awareness and education of online threats and how to protect corporate data and services. This programme is based on existing research and provides a unique insight into an ongoing city-based project with similar aims.Design/methodology/approachTo structure this work, a scoping review was conducted of the literature in cybersecurity education and awareness, particularly for SMEs/SMBs. This theoretical analysis was complemented using a case study and reflecting on an ongoing, innovative programme that seeks to work with these businesses to significantly enhance their security posture. From these analyses, best practices and important lessons/recommendations to produce a high-level programme for cybersecurity education and awareness were recommended.FindingsWhile the literature can be informative at guiding education and awareness programmes, it may not always reach real-world programmes. However, existing programmes, such as the one explored in this study, have great potential, but there can be room for improvement. Knowledge from each of these areas can, and should, be combined to the benefit of the academic and practitioner communities.Originality/valueThe study contributes to current research through the outline of a high-level programme for cybersecurity education and awareness targeting SMEs/SMBs. Through this research, literature in this space was examined and insights into the advances and challenges faced by an on-going programme were presented. These analyses allow us to craft a proposal for a core programme that can assist in improving the security education, awareness and training that targets SMEs/SMBs.

Effects of CEO duality and tenure on innovation

2019 ◽  
Vol 12 (4) ◽  
pp. 536-552
Author(s):  
Mengge Li ◽  
Jinxin Yang
Keyword(s):  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Chief Executive ◽  
Monitoring And Control ◽  
Content Type ◽  
Upper Echelons Theory ◽  
Ceo Tenure ◽  
Executive Officers ◽  
Advance Theory ◽  
Exploratory Innovation

Purpose As the primary decision makers, chief executive officers (CEOs) play pivotal roles in firm innovation. However, little is known regarding how CEOs influence the exploitation and exploration paradox. To advance theory and research, the purpose of this paper is to investigate the joint effects of CEO tenure and CEO–chair duality on a firm’s shifting emphasis between exploitative and exploratory innovation. Design/methodology/approach This paper takes the approach of a longitudinal sample of 81 US pharmaceutical firms. Findings As CEOs’ tenure advance, their firms’ percentage of exploitative innovation increases. Furthermore, non-duality (separation of board chair and CEO) further strengthens the positive relationship between CEO tenure and the percentage of exploitative innovation. Research limitations/implications This study integrates upper echelons theory and behavioral agency theory to juxtapose the effects of CEOs on technological innovation. This study extends knowledge of strategic leadership and innovation by showing that CEOs influence the balance between exploitative and exploratory innovation. Furthermore, this study also contributes to the corporate governance literature by demonstrating that monitoring vigilance could inhibit capable CEOs from pursuing more exploratory innovation. Practical implications Boards of directors should allow CEOs to have greater discretion over innovation, and vigilant monitoring and control may force CEOs to focus less on exploration. Originality/value This is one of the few studies that explicitly investigate how CEO influences a firm’s emphasis on exploitative innovation and exploratory innovation.

scholarly journals Global Alliance for Genomics and Health Meets Bioconductor: Toward Reproducible and Agile Cancer Genomics at Cloud Scale

2020 ◽  
pp. 472-479 ◽  
Author(s):  
Vincent J. Carey ◽  
Marcel Ramos ◽  
Benjamin J. Stubbs ◽  
Shweta Gopaulakrishnan ◽  
Sehyun Oh ◽  
...  
Keyword(s):  
Best Practices ◽  
Cancer Genomics ◽  
Cost Benefit ◽  
Unit Testing ◽  
Use Case ◽  
Global Alliance ◽  
Workflow Execution ◽  
The One ◽  
Experimental Use ◽  
Scale Data

PURPOSE Institutional efforts toward the democratization of cloud-scale data and analysis methods for cancer genomics are proceeding rapidly. As part of this effort, we bridge two major bioinformatic initiatives: the Global Alliance for Genomics and Health (GA4GH) and Bioconductor. METHODS We describe in detail a use case in pancancer transcriptomics conducted by blending implementations of the GA4GH Workflow Execution Services and Tool Registry Service concepts with the Bioconductor curatedTCGAData and BiocOncoTK packages. RESULTS We carried out the analysis with a formally archived workflow and container at dockstore.org and a workspace and notebook at app.terra.bio. The analysis identified relationships between microsatellite instability and biomarkers of immune dysregulation at a finer level of granularity than previously reported. Our use of standard approaches to containerization and workflow programming allows this analysis to be replicated and extended. CONCLUSION Experimental use of dockstore.org and app.terra.bio in concert with Bioconductor enabled novel statistical analysis of large genomic projects without the need for local supercomputing resources but involved challenges related to container design, script archiving, and unit testing. Best practices and cost/benefit metrics for the management and analysis of globally federated genomic data and annotation are evolving. The creation and execution of use cases like the one reported here will be helpful in the development and comparison of approaches to federated data/analysis systems in cancer genomics.

Ceo Tenure As a Determinant of Ceo Pay

1991 ◽  
Vol 34 (3) ◽  
pp. 707-717 ◽  
Author(s):  
Charles W. L. Hill ◽  
Phillip Phan
Keyword(s):  
Ceo Tenure ◽  
Ceo Pay

scholarly journals An overview of clinical governance policies, practices and initiatives

2008 ◽  
Vol 32 (1) ◽  
pp. 10 ◽  
Author(s):  
Jeffrey Braithwaite ◽  
Joanne F Travaglia
Keyword(s):  
Health Services ◽  
Best Practices ◽  
Continuous Improvement ◽  
Boards Of Directors ◽  
Grey Literature ◽  
Clinical Governance ◽  
Quality And Safety ◽  
Effective Exchange ◽  
And Performance ◽  
Safety Strategy

Objective: To map the emergence of, and define, clinical governance; to discuss current best practices, and to explore the implications of these for boards of directors and executives wishing to promote a clinical governance approach in their health services. Methods: Review and analysis of the published and grey literature on clinical governance from 1966 to 2006. Medline and CINAHL databases, key journals and websites were systematically searched. Results: Central issues were identified in the literature as key to effective clinical governance. These include: ensuring that links are made between health services? clinical and corporate governance; the use of clinical governance to promote quality and safety through a focus on quality assurance and continuous improvement; the creation of clinical governance structures to improve safety and quality and manage risk and performance; the development of strategies to ensure the effective exchange of data, knowledge and expertise; and the sponsoring of a patientcentred approach to service delivery. Conclusions: A comprehensive approach to clinical governance necessarily includes the active participation of boards and executives in sponsoring and promoting clinical governance as a quality and safety strategy. Although this is still a relatively recent development, the signs are promising.

scholarly journals Continual Career Change

2007 ◽  
Vol 129 (07) ◽  
pp. 30-33 ◽  
Author(s):  
Steven Kerno
Keyword(s):  
Best Practices ◽  
Work Environment ◽  
Learning And Development ◽  
Individual Motivation ◽  
Protean Career ◽  
Job Title ◽  
Contemporary Reality ◽  
The One ◽  
Engineering Career ◽  
Future Project

This article explains the need of being versatile, flexible, adaptable, or capable of assuming forms for career demands that confront modern day engineers. The protean career, with the growing need for individual motivation and continuous, career-related learning and development, is indeed a contemporary reality for many engineers. The article also highlights that present and future engineering jobs will involve more challenge, more skilled expertise, and the ability to ‘network’ with others who possess similarly valuable knowledge, skills, and abilities. An engineer must be able to define and clearly articulate the nature and scope of current and future project assignments, as opposed to individual jobs. As work becomes more project-oriented, engineering career success will increasingly depend on the ability to move from project to project, and to absorb the learning and ‘best practices’ from each assignment, as opposed to retaining a relatively static job title and work environment. The successful engineer will more and more frequently be the one capable of using the tools at his or her disposal to effectively orient or map their knowledge and abilities to the current and future needs of their current organization, remaining flexible, adaptable, and versatile.

scholarly journals Karakteristik CEO Dan Kinerja Perusahaan Non-Keuangan Yang Teraftar Di Bursa Efek Indonesia

2018 ◽  
Vol 5 (3) ◽  
pp. 299-314
Author(s):  
I Made Sudana ◽  
Elka Dwiputri
Keyword(s):  
Firm Performance ◽  
Stock Exchange ◽  
Tobin’S Q ◽  
Tobin's Q ◽  
Purposive Sampling ◽  
Ceo Tenure ◽  
Analysis Technique ◽  
Financial Firm ◽  
Ceo Characteristics

The purpose from this research is to test the effect from CEO characteristics towards firm performance. CEO characteristics was proxied with founder CEO, ownership, tenure, and education. Firm performance was proxied with Tobin’s Q. The sample from this research are every non-financial firm that have been listed in Indonesian Stock Exchange from 2010 – 2015 period. The method from this research is purposive sampling with analysis technique model multiple linier regression. The result from this research showed that founder CEO, CEO ownership, CEO tenure have a positive significant effect towards firm’s performance or Tobin’s Q.   Keywords : CEO Characteristics,  Firm Performance

Sign in / Sign up

Export Citation Format

Share Document