scholarly journals Strategic Communication and Competitive Advantage: Assessing CEO Letters of Global Airline Alliances

2021 ◽  
Vol 13 (1) ◽  
pp. 57-72
Author(s):  
Gang-Hoon Seo ◽  
Munehiko Itoh ◽  
Zhonghui Li
Keyword(s):  
Competitive Advantage ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Strategic Communication ◽  
Aviation Industry ◽  
Competitive Advantages ◽  
Differentiation Strategy ◽  
Airline Alliances ◽  
Executive Officers

Abstract For the last several decades, global airline alliances have ensured their market presence in the aviation industry. Scholars have focused on the effects of alliance affiliation for airlines and what the competitive advantages of alliances are. However, these issues have been discussed in relation to operational aspects. The quality of strategic communication can be an important factor in achieving a competitive advantage and realizing a differentiation strategy. This study assessed the differences in quality of strategic communication between the three leading alliance groups (oneworld, SkyTeam, and Star Alliance) and a non-alliance group. Comprehensive content analysis was implemented using the letters of chief executive officers (CEOs) of 46 airlines. We found that the non-alliance group has more ideal CEO letters than the alliance groups, and the main topics and quality of CEO letters of alliance group differed. This study provides a novel insight into the competitive advantage of global airline alliances.

Passion in executive mentoring influences organizational innovativeness

2018 ◽  
Vol 46 (2) ◽  
pp. 219-231
Author(s):  
James Hatch Moore ◽  
Zhongming Wang
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Organizational Improvement ◽  
Organizational Innovativeness ◽  
Confirmatory Factor ◽  
Managerial Implications ◽  
Opposite View ◽  
Executive Officers ◽  
First Time

Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.

scholarly journals Nonmonetary Benefits, Quality of Life, and Executive Compensation

2013 ◽  
Vol 48 (1) ◽  
pp. 197-218 ◽  
Author(s):  
Xin Deng ◽  
Huasheng Gao
Keyword(s):  
Quality Of Life ◽  
Executive Compensation ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Living Environment ◽  
Nonmonetary Benefits ◽  
High Crime ◽  
Executive Officers ◽  
High Crime Rate

AbstractWe examine the effects of nonmonetary benefits on overall executive compensation from the perspective of the living environment at the firm headquarters. Companies in polluted, high crime rate, or otherwise unpleasant locations pay higher compensation to their chief executive officers (CEOs) than companies located in more livable locations. This premium in pay for quality of life is stronger when firms face tougher competition in the managerial labor market, when the CEO is hired from outside, and when the CEO has short-term career concerns. Overall, the geographic desirability of the corporate headquarters is an effective substitute for CEO monetary pay.

Manager traits and quality-of-care performance in hospitals

2015 ◽  
Vol 28 (3) ◽  
pp. 200-215 ◽  
Author(s):  
Kjeld Harald Aij ◽  
René L.M.C. Aernoudts ◽  
Gepke Joosten
Keyword(s):  
Quality Of Care ◽  
Organizational Performance ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Content Type ◽  
Lean Transformation ◽  
Executive Officers ◽  
The Impact ◽  
Care Performance

Purpose – This paper aims to assess the impact of the leadership traits of chief executive officers (CEOs) on hospital performance in the USA. The effectiveness and efficiency of the CEO is of critical importance to the performance of any organization, including hospitals. Management systems and manager behaviours (traits) are of crucial importance to any organization because of their connection with organizational performance. To identify key factors associated with the quality of care delivered by hospitals, the authors gathered perceptions of manager traits from chief executive officers (CEOs) and followers in three groups of US hospitals delivering different levels of quality of care performance. Design/methodology/approach – Three high- and three low-performing hospitals were selected from the top and bottom 20th percentiles, respectively, using a national hospital ranking system based on standard quality of care performance measures. Three lean hospitals delivering intermediate performance were also selected. A survey was used to gather perceptions of manager traits (providing a modern or lean management system inclination) from CEOs and their followers in the three groups, which were compared. Findings – Four traits were found to be significantly different (alpha < 0.05) between lean (intermediate-) and low-performing hospitals. The different perceptions between these two hospital groups were all held by followers in the low-performing hospitals and not the CEOs, and all had a modern management inclination. No differences were found between lean (intermediate-) and high-performing hospitals, or between high- and low-performing hospitals. Originality/value – These findings support a need for hospital managers to acquire appropriate traits to achieve lean transformation, support a benefit of measuring manager traits to assess progress towards lean transformation and lend weight to improved quality of care that can be delivered by hospitals adopting a lean system of management.

How Chief Executive Officers in Large Organizations View the Management of their Information Systems

1998 ◽  
Vol 13 (2) ◽  
pp. 95-109 ◽  
Author(s):  
Graham Pervan
Keyword(s):  
Information Systems ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
It Infrastructure ◽  
Wide Range ◽  
Critical Issues ◽  
Executive Officers ◽  
Management Issues

As part of a research programme on key information systems (IS) management issues, a survey of Australasia's largest organizations was conducted to identify which issues were perceived by their chief executive officers (CEOs) as being important, problematic and critical over the next 3–5 years. The results reported are based on a moderate response rate (though perhaps reasonable for the target group) but formal testing showed an absence of non-response bias. The most critical issues were revealed to be a mix of technology management issues (managing and measuring the effectiveness of the information technology (IT) infrastructure, and disaster recovery), strategic management issues (business process redesign, competitive advantage, and information architecture), people and support management issues (organizational learning, and executive and decision support) and systems development and data management issues (effective use of the data resource and effectiveness of software development). This reflects their interest in a wide range of issues, but all with an organization-wide focus. The non-critical issues were mostly related to the individual technologies and the place and role of IS in the organization. While the CEOs showed some agreement with their chief information officers (CIOs) on issues such as the IT infrastructure, competitive advantage and organizational learning, some distinct differences exist, particularly in relation to the quality and effectiveness of systems and processes and also how CEOs and CIOs perceive the IT knowledge of the CEOs.

scholarly journals Attentional Engagement as Practice: A Study of the Attentional Infrastructure of Healthcare Chief Executive Officers

2021 ◽  
Author(s):  
Davide Nicolini ◽  
Maja Korica
Keyword(s):  
Chief Executive Officers ◽  
Central Element ◽  
Chief Executive ◽  
Healthcare Organizations ◽  
Quality Of Information ◽  
Attentional Engagement ◽  
Multiple Issues ◽  
Executive Officers ◽  
Over Time

In this paper, we investigate the attentional engagement of chief executive officers (CEOs) of large healthcare organizations in England. We study attention ethnographically as something managers do—at different times, in context, and in relation to others. We find that CEOs match the challenges of volume, fragmentation, and variety of attentional demands with a bundle of practices to activate attention, regulate the quantity and quality of information, stay focused over time, and prioritize attention. We call this bundle of practices the CEO’s attentional infrastructure. The practices that compose the attentional infrastructure work together to ensure that CEOs balance paying too much with paying too little attention, sustain attention on multiple issues over time, and allocate attention to the issues that matter, while avoiding becoming swamped by too many other concerns. The attentional infrastructure and its component practices are constantly revised and adapted to match the changes in the environment and ensure that managers remain on top of the things that matter to them. The idea of a practice-based attentional infrastructure advances theory by expanding and articulating the concept of attentional engagement, a central element in the attention-based view of the firm. We also demonstrate the benefits of studying attention as practice, rather than as an exclusively mental phenomenon. Finally, we contribute to managerial practice by introducing a set of categories that managers can use to interrogate their existing attentional practices and address attentional traps and difficulties.

Bid Resistance by Takeover Targets: Managerial Bargaining or Bad Faith?

2017 ◽  
Vol 52 (3) ◽  
pp. 837-866 ◽  
Author(s):  
Thomas W. Bates ◽  
David A. Becher
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Significant Negative Correlation ◽  
Shareholder Wealth ◽  
Wealth Effects ◽  
Classified Boards ◽  
Forced Turnover ◽  
Executive Officers ◽  
Takeover Bids

This paper examines management’s motives for rejecting takeover bids and the associated shareholder wealth effects. We develop measures of initial bid quality and find a significant negative correlation between the quality of a bid and rejection. The likelihood of higher follow-on offers decreases with bid quality and is greater when targets have classified boards and chief executive officers (CEOs) with significant personal wealth tied to the transaction. Target CEOs who fail to close high-quality offers experience a significant rate of forced turnover. Overall, the results support a price improvement motive for contested bids.

scholarly journals Physician versus non-physician CEOs: The effect of a leader’s professional background on the quality of hospital management and health care

2019 ◽  
Vol 8 (5) ◽  
pp. 47
Author(s):  
Amol Gupta
Keyword(s):  
Health Care ◽  
Chief Executive Officers ◽  
Hospital Management ◽  
Chief Executive ◽  
The United States ◽  
Physician Leadership ◽  
Medical Background ◽  
Original Intention ◽  
Executive Officers

Since 1935, the number of hospitals managed by chief executive officers (CEOs) who are also physicians has decreased by 90%. Today, only 5% of hospitals in the United States are run by CEOs with a medical degree. However, higher ranked hospitals are more commonly run by CEOs with physician backgrounds. Additionally, overall quality scores in physician-run hospitals were 25% higher than those run by non-physicians. It is not clear whether this association between physician management and a higher quality of hospital management and health care results from the CEO’s professional (medical) background. Considering this, the following editorial discusses what characteristics of physicians and non-physicians may influence their capacity to lead a hospital and how that may impact the quality of management and health care within a hospital. Ultimately, this article aims to further the debate over physician versus. non-physician leadership, building a foundation for further research that may determine the characteristics of a CEO that are essential to guiding positive change in their hospital, refocusing health care back to its original intention: patient care.

scholarly journals Corporate Governance and Law Enforcement in Albanian Joint Stock Companies

2016 ◽  
Vol 9 (11) ◽  
pp. 201
Author(s):  
Amali Çipi ◽  
Enida Pulaj ◽  
Raman Ismaili
Keyword(s):  
Law Enforcement ◽  
Chief Executive Officers ◽  
Delphi Technique ◽  
Chief Executive ◽  
Legal Framework ◽  
Evolutionary Patterns ◽  
Legal Rules ◽  
Executive Officers ◽  
Development Prospects

<p class="05AbstractKeywords">Proper implementation of CG regulations by the companies brings advantages both for companies and countries. Furthermore, the quality of legal rules determines the shape of the ownership concentration structure of the firm and, in many cases, assumes a monitoring role. In this sense for Albanian economy improving the use and enforcement of “good” CG practices will lead to higher foreign investment and soft passage towards modern economy. In this paper, we aim to analyze the evolutionary patterns of CG legal framework in Albania and, based on an application of the Delphi technique, provide development prospects considering the perceptions of a panel of Joint Stock Companies – JSCs- Chief Executive Officers –CEOs. Our essay demonstrates that CEOs expresses overall satisfaction with the CG legislation but its implementation isn’t at the required levels. Additionally, larger gaps and variations exist in areas where regulations and guidelines are less demanding or enforcement is difficult.</p>

scholarly journals CEO Overconfidence And The Effectiveness Of Internal Control Over Financial Reporting

2015 ◽  
Vol 32 (1) ◽  
pp. 81 ◽  
Author(s):  
Jong Eun Lee
Keyword(s):  
Financial Reporting ◽  
Internal Control ◽  
Chief Executive Officers ◽  
Negative Impact ◽  
Empirical Test ◽  
Chief Executive ◽  
Test Results ◽  
Negative Consequences ◽  
Executive Officers

<p>In this study, I investigate the association between overconfidence, a cognitive bias of chief executive officers (CEOs), and the existence of internal control weaknesses (ICWs). As suggested in the prior finance literature on the negative impact of CEO overconfidence on corporate policy, overconfident CEOs could disregard the importance of internal control over financial reporting (ICFR), which could negatively affect the firm’s investment for infrastructure to implement effective financial reporting information system (FRIS) and result in less reliable financial information. Empirical test results show that CEO overconfidence is positively associated with the existence of ICWs, particularly with ICWs related to insufficient accounting personnel or ineffective FRIS. Those ICWs subsequently lead to lower earnings quality, higher absolute value of discretionary accruals and lower quality of accruals. Furthermore, potentially negative consequences of CEO overconfidence to the effectiveness of ICFR could downgrade investors’ confidence in the credibility of financial statements.</p>

scholarly journals Corporate governance: An analysis of the relationship between quality and cost

2019 ◽  
Vol 17 (1) ◽  
pp. 71-78
Author(s):  
Sylvie Berthelot ◽  
Michel Coulmont ◽  
Yves Levant
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Executive Directors ◽  
Director Compensation ◽  
Study Results ◽  
Governance Practices ◽  
Executive Officers ◽  
The Relationship

The purpose of this study is to analyse linkages between the quality and cost of Canadian firms’ governance practices. With this in mind, the study relates the compensation of chief executive officers (CEOs) and non-executive directors to best governance practice index developed by The Globe and Mail. We collected data for the years 2013, 2014 and 2015, constituting 602 observations from all the Canadian companies included in The Globe and Mail corporate governance ratings for which financial information was available on the Research Insight database. We examined the relationship between the quality and cost of Canadian firms’ governance practices with a regression model. The analyses results tend to indicate some relationship between CEO and non-executive director compensation and the quality of governance practices. However, firm size appears to the determining explanatory factor. The study results also indicate that some activity sectors seem to have better governance practices than others

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