Pay Distribution in the Top Executive Team

2006 ◽  
Author(s):  
Lucian A. Bebchuk ◽  
Martijn Cremers ◽  
Urs C. Peyer
Keyword(s):  
Executive Team ◽  
Top Executive

Structure and Level of Remuneration Across the Top Executive Team

2010 ◽  
Vol 20 (3) ◽  
pp. 241-255 ◽  
Author(s):  
Michaela Rankin
Keyword(s):  
Executive Team ◽  
Top Executive

Turnover at the Top: Executive Team Departures and Firm Performance

2014 ◽  
Vol 25 (3) ◽  
pp. 776-793 ◽  
Author(s):  
Jake G. Messersmith ◽  
Jeong-Yeon Lee ◽  
James P. Guthrie ◽  
Yong-Yeon Ji
Keyword(s):  
Firm Performance ◽  
Executive Team ◽  
Top Executive

How Board Quality Affects CEO and Executive Team Pay

2012 ◽  
Author(s):  
Woonam Seok ◽  
Changmin Lee ◽  
Hyoung Goo Kang
Keyword(s):  
Executive Team

Patterns of Cross-Sector Collaboration in Local Health Departments: A Cluster Analysis

2020 ◽  
pp. 152483992097298
Author(s):  
Alexis K. Grant
Keyword(s):  
Public Health ◽  
Cluster Analysis ◽  
Determinants Of Health ◽  
Local Health ◽  
Health Departments ◽  
Local Health Departments ◽  
Structural Determinants ◽  
Cluster Assignment ◽  
Cross Sectional ◽  
Top Executive

Local health departments (LHDs) are positioned to act as the community health strategist for their catchment area, which requires cross-sector collaboration. However, little research exists to understand how much and what types of cross-sector collaboration occur and its impact on LHD practice. Data from 490 LHDs who participated in the 2016 National Profile of Local Health Departments survey were analyzed to identify patterns of cross-sector collaboration among LHDs. In the survey, LHDs reported the presence of collaborative activities for each of 22 categories of organizations. Factor analysis was used to identify patterns in the types of organizations with which LHDs collaborate. Then, cluster analysis was conducted to identify patterns in the types of cross-sector collaboration, and cross-sectional analyses examined which LHD characteristics were associated with cluster assignment. LHDs collaborated most with traditional health care–oriented organizations, but less often with organizations focused on upstream determinants of health such as housing. Three distinct clusters represented collaboration patterns in LHDs: coordinators, networkers, and low-collaborators. LHDs who were low-collaborators were more likely to serve smaller populations, be unaccredited, have a smaller workforce, have a White top executive, and have a top executive without a graduate degree. These findings imply that public health practitioners should prioritize building bridges to a variety of organizations and engage in collaboration beyond information sharing. Furthermore, LHDs should prioritize accreditation and workforce development activities for supporting cross-sector collaboration. With these investments, the public health system can better address the social and structural determinants of health and promote health equity.

ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT AND EXECUTIVE TEAM STRUCTURE.

1993 ◽  
Vol 36 (6) ◽  
pp. 1314-1344 ◽  
Author(s):  
S. L. KECK ◽  
M. L. TUSHMAN
Keyword(s):  
Organizational Context ◽  
Team Structure ◽  
Executive Team

Top executive leaders’ compassionate actions: An integrative framework of compassion incorporating a confucian perspective

2016 ◽  
Vol 33 (3) ◽  
pp. 767-787 ◽  
Author(s):  
Hongguo Wei ◽  
Yunxia Zhu ◽  
Shaobing Li
Keyword(s):  
Executive Leaders ◽  
Integrative Framework ◽  
Top Executive
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