scholarly journals CEO hubris and Islamic banks’ performance: Investigating the roles of Sharia board vigilance and CEO power

2021 ◽  
Vol 19 (4) ◽  
pp. 530-543
Author(s):  
Zulfikar Zulfikar ◽  
Nursiam Nursiam ◽  
Mujiyati Mujiyati ◽  
Rosida Nur Syamsiyati
Keyword(s):  
Chief Executive Officers ◽  
Negative Relationship ◽  
Supervisory Board ◽  
Chief Executive ◽  
Moderating Effect ◽  
Islamic Banks ◽  
Ceo Power ◽  
Executive Officers ◽  
Detrimental Impact

The purpose of the study is to thoroughly outline how the hubris behavior of chief executive officers (CEO) is detrimental to Islamic banks’ (IBs) performance. Specifically, this study attempts to examine the role of the Sharia supervisory board (SSB), board vigilance, and CEO power in the relationship between CEO hubris behavior and decreased IBs’ performance. This study observes IBs’ performance during the period from 2014 to 2020 and develops eight models to test their determinants. Empirical testing of all models shows that CEO hubris has a detrimental impact on IBs’ performance. The moderating impact test shows the following results: firstly, the presence of SSB, which is represented by the reputation of its members, reduces the detrimental impact of hubris behavior by CEOs on IBs’ performance, while that impact, which is represented by member expertise, does not have a moderating effect. Second, the size and independence of the BOC both weaken the negative relationship between CEO hubris and IBs’ performance. Third, CEO power as represented by tenure and ownership has no moderating effect.

scholarly journals CEO Compensation and Firm Performance: The Role of ESG Transparency

2020 ◽  
Vol 4 (2) ◽  
pp. 278
Author(s):  
Chetna Rath ◽  
Florentina Kurniasari ◽  
Malabika Deo
Keyword(s):  
Firm Performance ◽  
Chief Executive Officers ◽  
Ceo Compensation ◽  
Negative Relationship ◽  
Chief Executive ◽  
Long Run ◽  
Ceo Pay ◽  
Executive Officers ◽  
The Impact

Chief executive officers (CEOs) of environmental, social, and governance (ESG) firms are known to take lesser pay and engage themselves in corporate social responsibility activities to achieve the dual objective of the enhancement of firm’s performance as well as benefit for stakeholders in the long run. This study examines the role of ESG transparency in strengthening the impact of firm performance on total CEO pay in ESG firms. A panel of 67 firms for the period of 2014–2019 has been analyzed using the two-step system GMM model, with NSE Nifty 100 ESG Index as the data sample and ESG scores from Bloomberg database as a proxy for transparency. Findings reveal that environmental and governance disclosure scores have the potential to intensify the negative relationship between firm performance and CEO compensation, while social disclosure scores do not. In addition, various firm-specific, board-specific, and CEO-specific attributes have also been considered controls affecting remuneration. This paper contributes to the literature by exploring the effect of exhibiting ESG transparency and its nexus with CEO pay as well as firm performance.

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 Role of Farmer Producer Organization Post COVID in Marketing of Perishables in Karnataka

2020 ◽  
pp. 65-72
Author(s):  
G. Basavaraj ◽  
Ashok S. Alur ◽  
Itigi Prabhakar ◽  
M. Manjunath ◽  
G. Shashibhushana ◽  
...  
Keyword(s):  
Supply Chain ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Working Capital ◽  
Field Surveys ◽  
Infected People ◽  
Entire Nation ◽  
Executive Officers ◽  
Backward And Forward Linkages

The COVID-19 pandemic started in India during first week of March has infected people and taken its toll. As a result of this pandemic, the entire Nation went into lockdown from March 22nd 2020 to protect people’s life. The lockdown has hit all the sectors of the economy including agriculture resulting in disruption of business, movements, lifestyles, health and employment.  Agriculture being backbone of the Country is affected both on backward and forward linkages of the supply chain. In this context, a study of Farmer Producer Organizations (FPO) primarily dealing in horticulture commodities in Karnataka was undertaken with an objective to understand their role in addressing the challenges in supply chain. Of the 100 FPO’s promoted by Department of Horticulture, 40 FPO’s were involved in output business post COVID-19 pandemic of which 23 FPO’s were chosen for the study. As field surveys were not possible due to the pandemic, information was elicited through telephonic interview of Chief Executive Officers of the FPO’s. FPOs in the process on selling diverse commodities to consumer door step faced challenges with respect to transport, payment, logistics and working capital. Though FPOs faced several challenges, several of them found new approaches to deal with the situation. The findings from the study are summarized and recommendations are made to create an enabling environment for FPO’s to do business more effectively and to equip them to deal with the situation.

When brands use CEOs and employees as spokespersons

2020 ◽  
Vol 23 (2) ◽  
pp. 241-264 ◽  
Author(s):  
Valérie Zeitoun ◽  
Geraldine Michel ◽  
Nathalie Fleck
Keyword(s):  
Chief Executive Officers ◽  
Brand Image ◽  
Real Life ◽  
Chief Executive ◽  
Transfer Model ◽  
Corporate Brand ◽  
Content Type ◽  
Internalization Process ◽  
Executive Officers

Purpose This paper aims to clarify the persuasion mechanism of chief executive officers (CEOs) and employees as endorsers of brand advertising and helps discern consumer attitudes toward internal endorsement. Design/methodology/approach The exploratory character of the present research required a qualitative approach combining focus groups and face-to-face interviews considered as both meaningful and complementary. Findings The findings suggest that while the celebrity endorsement ensures familiarity and likability, internal endorsement supports credibility and congruity with an important role of storytelling. Moreover, employee endorsements induce an internalization process based on the real-self, while the endorser CEO induces admiration grounded in the ideal self. More fundamentally, the study reveals how the internal endorsement modifies the meaning transfer model and involves a process of meaning translation, which affects the corporate brand image rather than the product brand image. Originality/value The present paper reveals that CEOs and employees can be strong levers for gilding the corporate brand image compared to the celebrities who enhance the product brand image. Moreover, the authors show that the CEO is a character who can be admired without the threat of upward comparison at the opposite of celebrities. Finally, this research highlights the specific role of employees bringing authenticity because of their anchorage in real life.

scholarly journals Gender and Board Activeness: The Role of a Critical Mass

2017 ◽  
Vol 52 (2) ◽  
pp. 751-780 ◽  
Author(s):  
Miriam Schwartz-Ziv
Keyword(s):  
Chief Executive Officers ◽  
Critical Mass ◽  
Chief Executive ◽  
Women Directors ◽  
Israeli Government ◽  
Executive Officers

This study analyzes detailed minutes of board meetings of business companies in which the Israeli government holds a substantial equity interest. Boards with at least 3 directors of each gender are found to be at least 79% more active at board meetings than those without such representation. This phenomenon is driven by women directors in particular; they are more active when a critical mass of at least 3 women is in attendance. Gender-balanced boards are also more likely to replace underperforming chief executive officers (CEOs) and are particularly active during periods when CEOs are being replaced.

Leadership Styles

2022 ◽  
pp. 203-222
Author(s):  
Ebtihaj Al-Aali ◽  
Ralla Mohammed Alazali
Keyword(s):  
Qualitative Research ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Research Method ◽  
Chief Executive ◽  
Islamic Banks ◽  
Leadership Theories ◽  
Executive Officers ◽  
Theories Of Leadership ◽  
Shed Light

This research investigates leadership styles. It is an endeavor to point out unique features of leadership in Islamic banks. The research employs qualitative research. Leaders participating in this research are chief executive officers from Islamic banks. Interview is the research method used. The research is argued to enhance the understanding of leadership in Islamic banks. The understanding can shed light on applications of leadership theories in different contexts than the Western contexts. The later contexts are the situations at which theories of leadership have been developed. The research aims to illustrate whether different contexts can initiate leadership to transform or not. This in turn can help to have a better knowledge concerning human behaviour in organizations. The issue of sources of power utilised by interviewees is scrutinised as well. This is to investigate compatibility between leadership styles and sources of power employed.

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