Organizational Restructuring and Change in Transition Societies: Dominant Coalitions and the Dynamics of Managerial Power and Politics

2013 ◽  
Vol 17 (2) ◽  
pp. 176-196 ◽  
Author(s):  
Anna Soulsby ◽  
Ed Clark
Keyword(s):  
Organizational Restructuring ◽  
Managerial Power ◽  
Dominant Coalitions

CEO Compensation and Acquired and Acquiring Companies in Large Corporate Acquisitions

GIS Business ◽  
2016 ◽  
Vol 11 (5) ◽  
pp. 01-13
Author(s):  
Simon Yang
Keyword(s):  
Firm Performance ◽  
Executive Compensation ◽  
Ceo Compensation ◽  
Relative Sensitivity ◽  
Matched Sample ◽  
Executive Pay ◽  
Corporate Acquisitions ◽  
Acquiring Firms ◽  
Managerial Power ◽  
To Receive

This paper examines the relative sensitivity of CEO compensation of both acquiring and acquired firms in the top 30 U.S. largest corporate acquisitions in each year for the period of 2003 to 2012. We find that total compensation and bonus granted to executive compensation for acquired companies, not acquiring companies, are significantly related to the amount of acquisition deal even after the size and firm performance are controlled for. Both acquiring and acquired CEOs are found to make the significantly higher compensation than the matched sample firms in the same industry and calendar year. We also find that executives with higher managerial power, as measured by a lower salary-based compensation mix, prior to a corporate acquisition are more likely to receive a higher executive pay in the year of acquisition. The association between executive compensation and managerial power seems to be stronger for acquired firms than for acquiring firms in corporate acquisition. Overall, our findings suggest that corporate acquisition has higher impacts on executive compensation for acquired firm CEOs than for acquiring firm CEOs.

scholarly journals Internally Incentivized Interdisciplinarity: Organizational Restructuring of Research and Emerging Tensions

Minerva ◽  
2021 ◽  
Author(s):  
Mikko Salmela ◽  
Miles MacLeod ◽  
Johan Munck af Rosenschöld
Keyword(s):  
Interdisciplinary Research ◽  
Interdisciplinary Collaboration ◽  
Scientific Output ◽  
Green Technology ◽  
Academic Careers ◽  
Organizational Restructuring ◽  
Structured Interviews ◽  
Using Data ◽  
The University ◽  
Internal Funding

AbstractInterdisciplinarity is widely considered necessary to solving many contemporary problems, and new funding structures and instruments have been created to encourage interdisciplinary research at universities. In this article, we study a small technical university specializing in green technology which implemented a strategy aimed at promoting and developing interdisciplinary collaboration. It did so by reallocating its internal research funds for at least five years to “research platforms” that required researchers from at least two of the three schools within the university to participate. Using data from semi-structured interviews from researchers in three of these platforms, we identify specific tensions that the strategy has generated in this case: (1) in the allocation of platform resources, (2) in the division of labor and disciplinary relations, (3) in choices over scientific output and academic careers. We further show how the particular platform format exacerbates the identified tensions in our case. We suggest that certain features of the current platform policy incentivize shallow interdisciplinary interactions, highlighting potential limits on the value of attempting to push for interdisciplinarity through internal funding.

Optimal Executive Compensation versus Managerial Power: A Review of Lucian Bebchuk and Jesse Fried's Pay without Performance: The Unfulfilled Promise of Executive Compensation

2007 ◽  
Vol 45 (2) ◽  
pp. 419-428 ◽  
Author(s):  
Michael S Weisbach
Keyword(s):  
Executive Compensation ◽  
Effective Potential ◽  
Risk Taking ◽  
Corporate Performance ◽  
Policy Changes ◽  
Standard View ◽  
Compensation Systems ◽  
Managerial Power ◽  
Positive Perspective ◽  
Normative Perspective

This essay reviews Lucian A. Bebchuk and Jesse M. Fried's Pay without Performance: The Unfulfilled Promise of Executive Compensation. Bebchuk and Fried criticize the standard view of executive compensation, in which executives negotiate contracts with shareholders that provide incentives that motivate them to maximize the shareholders' welfare. In contrast, Bebchuk and Fried argue that executive compensation is more consistent with executives who control their own boards and who maximize their own compensation subject to an “outrage constraint.” They provide a host of evidence consistent with this alternative viewpoint. The book can be evaluated from both positive and normative perspectives. From a positive perspective, much of the evidence they present, especially about the camouflage and risk-taking aspects of executive compensation systems, is fairly persuasive. However, from a normative perspective, the book conveys the idea that policy changes can dramatically improve executive compensation systems and consequently overall corporate performance. It is unclear to me how effective potential reforms designed to achieve such changes are likely to be in practice.

Blended learning

2018 ◽  
Vol 39 (3/4) ◽  
pp. 207-215 ◽  
Author(s):  
Bruce Keisling
Keyword(s):  
Blended Learning ◽  
Organizational Structures ◽  
Library Services ◽  
Organizational Restructuring ◽  
Organizational Resources ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Learning Programs ◽  
Online Distance

Purpose Because many colleges and universities have growing numbers of students in online and blended programs, libraries should adapt their services and adjust their organizational structures to support them. Students have adopted blended learning programs whether or not the programs are officially designed as blended programs. Libraries need to change their service orientation in response and learn to scale services using available technologies. Scaling services and personnel resources also requires developing a scalable organizational learning culture. The paper aims to discuss these issues. Design/methodology/approach Using a change in support for online/distance students and organizational restructuring in Ekstrom Library at the University of Louisville as a case study, this paper examines the review process, organizational restructuring, and focus on scaling services that resulted in a new service model. Findings This study found that scaling services as applied to IT and business organizations is also valuable as an approach in enhancing library services to online students. Changing user needs must be correlated with available organizational resources and technological solutions to deliver appropriate services. Modifying and building services with a goal of scaling them to appropriate levels will enhance library outcomes. Research limitations/implications Other case studies concerned with responding to changing student expectations and scaling services and organizational resources would be useful to add to these findings. Originality/value The perspectives and approach described in this case study will be instructive for adapting library services to changing user environments.

scholarly journals The managerial power impact on compensation – some further evidence

2005 ◽  
Vol 2 (3) ◽  
pp. 87-93 ◽  
Author(s):  
Tor Eriksson
Keyword(s):  
Longitudinal Data ◽  
Unobserved Heterogeneity ◽  
Individual Characteristics ◽  
Managerial Compensation ◽  
Compensating Wage Differentials ◽  
Direct Power ◽  
Cross Sectional ◽  
Compensation Model ◽  
Managerial Power ◽  
Alternative Measures

The aim of this paper is to test the managerial power hypothesis more rigorously than in previous studies by: testing it against the compensating wage differentials explanation, using both cross-sectional and longitudinal data, and adopting two alternative measures of managerial power; a frequently used indirect one, and a more direct power indicator. The results of analysis show that despite introducing individual characteristics, when using two or three alternative measures of managerial power and when estimating the managerial compensation model on cross-sectional as well as longitudinal data (the later allowing me to cater for unobserved heterogeneity), the power variables continue to obtain positive and statistically significant co-efficient estimates.

scholarly journals Uticaj nacionalne kulture na organizacionu strukturu preduzeca u Srbiji

2003 ◽  
Vol 44 (156) ◽  
pp. 45-66 ◽  
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Structure ◽  
National Culture ◽  
Holistic Approach ◽  
Organizational Restructuring ◽  
Complete Understanding ◽  
Main Hypothesis ◽  
Low Degree ◽  
High Degree ◽  
Female Values

The paper aims to point out the limitations of the partial and the need for a holistic approach to researching the influences of national culture on the management. Using the case study of organizational restructuring of Serbian enterprises, the paper shows how the complete understanding of the influences of national culture on management will be possible only if all dimensions of the national culture are simultaneously included in the analysis. The main hypothesis of the paper is that the low degree of formalization of Serbian companies' organizational structure, even with a high degree of uncertainty avoidance in Serbian national culture, results from the forces of collectivism and "female" values in this culture.

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