Two Approaches in Assessing Business Continuity Management Attitudes in the Organizational Context

2018 ◽  
pp. 159-183
Author(s):  
M. Spremic ◽  
L. Turulja ◽  
N. Bajgoric
Keyword(s):  
Empirical Research ◽  
Chief Executive Officers ◽  
Structural Equation ◽  
Organizational Context ◽  
Chief Executive ◽  
Business Continuity ◽  
Measurement Scale ◽  
Equation Modeling ◽  
Business Continuity Management ◽  
Executive Officers

The paper presents two approaches in assessing the business continuity management (BCM) attitudes in the organizational context: qualitative and quantitative. The first approach - case study analysis is based on a series of in-depth interviews with the key people involved in the BCM processes in Croatia (Chief Information Officers – CIOs, Chief Executive Officers – CEOs and BC managers). The second approach is an empirical research that was conducted among companies in Bosnia and Herzegovina based on Confirmative Factor Analysis (CFA) which is used for psychometrically validation of the measurement scale of BCP and Structural Equation Modeling (SEM) and t-test for the hypotheses testing. The empirical research has shown that there is a statistically significant difference in terms of attitudes of respondents regarding business continuity depending of companies' size and sector that company belongs to. Specifically, financial sector is in all of BCM segments more coherent than other sectors.In addition, qualitative research revealed the results showing that business continuity plan (BCP) and disaster recovery plan (DRP) were the only IT governance areas that were implemented in business practice. The reason for that may be found in the fact that BCP and DRP are very expensive to implement especially for small companies.

Designing a Managerial Skills Model for Chief Executive Officers (CEOs) of Professional Sports Clubs in Isfahan Province

2014 ◽  
Vol 23 (1-2) ◽  
pp. 59-77
Author(s):  
Nooshin Benar ◽  
Rahim Ramezani Nejad ◽  
Mahboobeh Surani ◽  
Hamidreza Gohar Rostami ◽  
Nastaran Yeganehfar
Keyword(s):  
Chief Executive Officers ◽  
Structural Equation ◽  
Professional Sports ◽  
Chief Executive ◽  
Equation Modeling ◽  
Managerial Skills ◽  
Sports Clubs ◽  
Isfahan Province ◽  
Confirmatory Factor ◽  
Executive Officers

Abstract The objective of this study is to examine and analyze skills of the Chief Executive Officers (CEOs) of professional sports clubs and to present and suggest an appropriate skills model for managers. The respondents of this study are all the managers in different managerial levels of Sepahan, Zob Ahan, Foolad e Mahan and Giti Pasand clubs in Isfahan Province. Validity of the questionnaire, which was made by the researchers and contained 19 questions with Likert 5sclaes, was approved by 15 professionals and professors in the field and using Cronbach Alpha Coefficient test, its stability was α = 0.97. Questionnaires were distributed among 83 managers of different units of the specific clubs and 76 questionnaires (91.5%) were returned as answered. Structural equation modeling and Amos16 Software were used for data analysis and confirmatory factor analysis. The results of the research showed all four Conceptual, Human, Technical and Political factors are significant skills for managers and suitability factors/indexes of the confirmatory factor model of the study had also proved these factors. The final design of this study demonstrates the existing high level of interaction among skills; as such managers need to be capable of all four skills and work toward improvement of the skills they are less capable of, because the high interaction of the skills with one another in this study’s model proves that weakness in one skill will cause less and lower capability level in other managerial skills.

scholarly journals Supplier-initiated ingredient/component branding

2020 ◽  
Vol 35 (6) ◽  
pp. 1023-1035
Author(s):  
Abdullah M. Aljafari ◽  
Tom J. Brown
Keyword(s):  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Functional Differentiation ◽  
Positive Influence ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Content Type ◽  
Specific Order ◽  
Executive Officers

Purpose This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy. Design/methodology/approach A total of 5,254 manufacturing companies were screened to identify IC supplier firms that meet certain criteria. Survey data were collected from 77 top managers (Chief Executive Officers or Chief Marketing Officers) of IC supplier firms. The paper uses partial least squares structural equation modeling (PLS-SEM) and SPSS in analyzing data. Findings The results indicate that IC branding is a complex strategy – one involving a number of steps that need to be taken in a specific order. More specifically, results indicate that IC branding starts with EO exerting a positive influence on IC functional differentiation ability (FDA). FDA facilitates reputational differentiation ability (RDA), which in turn encourages the supplier to initiate IC branding. Originality/value This paper addresses an important gap by studying the process through, which suppliers initiate IC branding.

Celebrity CEOs’ credibility, image of their brands and consumer materialism

2021 ◽  
Vol 38 (6) ◽  
pp. 638-651
Author(s):  
Richard Huaman-Ramirez ◽  
Dwight Merunka
Keyword(s):  
Chief Executive Officers ◽  
Structural Equation ◽  
Brand Image ◽  
Chief Executive ◽  
Cross Sectional Study ◽  
Equation Modeling ◽  
Online Questionnaire ◽  
Cross Sectional ◽  
Content Type ◽  
Executive Officers

Purpose This paper aims to model and estimate how celebrity chief executive officers (CEOs) credibility (i.e. expertise, trustworthiness, attractiveness) is related to their brand image (i.e. functional, sensory/visual). This paper further examines the effects of consumer materialism on both celebrity CEOs’ credibility and the image of their brand. Design/methodology/approach A total of 260 participants knowledgeable of CEOs and their corresponding brands completed an online questionnaire in a cross-sectional study. The data were analyzed through covariance-based structural equation modeling. Findings Celebrity CEOs’ expertise and attractiveness are positively related to both functional and sensory/visual images of their brands. Results also demonstrate the positive effect of materialism on both celebrity CEOs’ credibility and brand image. Research limitations/implications The research was conducted in one country (France) using a cross-sectional design. Additional studies in other settings or countries should be carried out to establish the generalizability of results and strengthen causality inferences. Practical implications CEOs need to understand and manage their key role as celebrities, given the direct influence they may have on consumer brand perceptions and behavior. Originality/value This study refines the relationship between celebrity CEOs’ credibility and brand image. It is the first to introduce and validate the effect of consumer materialism on the perception of celebrity CEOs.

The effect of knowledge management on intellectual capital, social capital, and firm innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahdi Salehi ◽  
Mohammad Ali Fahimi ◽  
Grzegorz Zimon ◽  
Saeid Homayoun
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Equation Modeling ◽  
Capital Social ◽  
Manufacturing Companies ◽  
Content Type

Purpose This study aims to analyze the literature on knowledge management on intellectual capital, social capital and its contribution to Iranian companies’ innovation. Design/methodology/approach To investigate knowledge management’s relationship on intellectual capital, social capital and innovation, using structural equation modeling based on data collected from 205 chief executive officers, production managers and marketing managers of Iranian companies. The research instrument is a standard questionnaire consisting of 109 questions in which 5 of them are demographic questions, 26 questions were asked to reveal the knowledge management process, 40 questions for intellectual capital, 21 for social capital and 17 for innovation. Findings The results show that knowledge management has a positive and significant relationship between intellectual capital and social capital. Knowledge management did not have a significant effect on innovation. However, intellectual capital and social capital have a significant effect on innovation. On the other hand, knowledge management mediated by intellectual capital and social capital has a positive and significant indirect effect on innovation. Originality/value The paper includes the implications for developing knowledge management and intellectual, social capital leading to innovation in manufacturing companies. Knowledge management can improve the innovation performance of a company if it is shared and applied effectively. This study addresses an important subject and the findings may be used by professionals and managers or another person interested in advancing knowledge management that leads to innovation.

scholarly journals The effect of business continuity management and technology acceptance model towards lecturers’ performance moderated by servant leadership

2021 ◽  
pp. 939-948 ◽  
Author(s):  
Herson Keradjaan ◽  
Bernhard Tewal ◽  
Viktor Lengkong ◽  
Greis Sendow
Keyword(s):  
Servant Leadership ◽  
Technology Acceptance ◽  
Technology Acceptance Model ◽  
Structural Equation ◽  
Business Continuity ◽  
Equation Modeling ◽  
Business Continuity Management ◽  
Technology Acceptance Models ◽  
Acceptance Model ◽  
University Lecturers

This research investigates the effect of business continuity management and technology acceptance models towards performance of lecturers moderated by servant leadership. The research respondents were 86 Halmahera University lecturers. The research method used was quantitative method by examining the effect of moderation and the direct effect by the method of interaction. The model was tested with structural equation modeling approach by using Smart PLS software. The results proved that servant leadership was able to influence lecturer performance. Servant leadership could also moderate the effect of business continuity management towards lecturer performance. However, business continuity management and technology acceptance models did not affect lecturer performance independently. Servant leadership also failed to moderate the effect of the technology acceptance model towards lecturer performance. This study recommends that servant leadership be applied at all levels of leadership because of the very important role in triggering lecturer performance. The application of servant leadership can also be combined with business continuity management since the interaction between of the two can improve lecturer performance.

Board effectiveness in corporate crises: lessons from the evolving empirical research

2014 ◽  
Vol 14 (4) ◽  
pp. 531-542 ◽  
Author(s):  
Gianpaolo Abatecola ◽  
Vincenzo Farina ◽  
Niccolò Gordini
Keyword(s):  
Empirical Research ◽  
Chief Executive Officers ◽  
International Comparisons ◽  
Chief Executive ◽  
Future Research ◽  
Board Effectiveness ◽  
Content Type ◽  
Turnaround Strategies ◽  
Executive Officers ◽  
Corporate Crises

Purpose – This article aims to comment on how the empirical research on board effectiveness in crisis contexts has been evolving over time. Over the years, the empirical evidences have demonstrated that particular board features can improve the survival chances of firms suffering a crisis and, to date, experts agree that discussing these evidences is necessary for the further improvement of knowledge in this field. Design/methodology/approach – This is a critical review article. Findings – Valuable evidences emerge from the review. For example, it seems that board independence has a key role in enhancing the performance of firms suffering a crisis. At the same time, the review suggests that further refinement is needed for supporting (or eventually refuting) the idea that boards and/or Chief Executive Officers (1) must be replaced to achieve successful turnaround strategies. Originality/value – On the basis of its findings, the review also prospects a number of conceptual and methodological implications for the future research and practice about board effectiveness in corporate crises. For example, these implications are associated with future investigations about the executives’ sociodemographic features and personality traits as well. More international comparisons seem also needed to improve the reliability of the extant knowledge.

scholarly journals Intrapreneurial competencies: development and validation of a measurement scale

2017 ◽  
Vol 26 (1) ◽  
pp. 86-111 ◽  
Author(s):  
Tomás Vargas-Halabí ◽  
Ronald Mora-Esquivel ◽  
Berman Siles
Keyword(s):  
Factor Analysis ◽  
Staff Development ◽  
Structural Equation ◽  
Organizational Context ◽  
Measurement Scale ◽  
Equation Modeling ◽  
Predictive Capacity ◽  
External Criterion ◽  
Content Type ◽  
Back Translation

Purpose Few models have attempted to explain intrapreneurial behavior from the perspective of competencies. Therefore, the purpose of this paper is to contribute along this line by developing and validating a scale to measure intrapreneurial competencies for a Costa Rican organizational context. Design/methodology/approach A three stage process was followed. The first stage considered literature review, expert judgment, cognitive interviews, and back-translation. In the second stage, the questionnaire was administered to a sample of 543 university professionals who worked mainly in private organizations in Costa Rica. The third stage led to evaluate of the proposed scale’s psychometric properties, including, exploratory factor analysis procedure performing by SPSS 19; confirmatory factor analysis procedures by means of structural equation modeling using EQS 6.2 version and finally, a linear regression model to obtain evidence of external criterion-related validity, performed by SPSS 19. Findings This study provides evidence of five sub-dimensions of employee attributes, i.e., “opportunity promoter”, “proactivity”, “flexibility”, “drive”, and “risk taking” that constitute a higher-level construct called intrapreneurial competencies. The scale provided evidence of convergent, discriminant, and criterion-related validity – the latter, using an employee innovative behavior scale. Originality/value The model offers a first step to continue studies that aim at developing a robust model of intrapreneurial competencies. This potential predictive capacity of an instrument of this nature would be useful for the business sector, particularly as a diagnostic instrument to strengthen processes of staff development in areas that promote the development of innovation and the creation of new businesses for the company.

Outside CEOs and restaurant performance: the moderating effect of franchising and recession

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hong Soon Kim ◽  
SooCheong (Shawn) Jang
Keyword(s):  
Chief Executive Officers ◽  
Organizational Context ◽  
Critical Role ◽  
Chief Executive ◽  
Moderating Effect ◽  
Content Type ◽  
Negative Effect ◽  
Executive Officers ◽  
The Relationship ◽  
Positive Effect

Purpose This paper aims to explore the effect of hiring outside chief executive officers (CEOs) on restaurant performance. As outside CEOs have a mandate to bring changes but lack internal knowledge, this study expected that outside CEOs impose a significant influence on restaurant performance. It was further expected that the relationship is substantially moderated by franchising and recession. Design/methodology/approach The CEO data was manually collected from firms’ annual filings and the EXECOMP database. The COMPUSTAT database was used for company financial data. A two-way panel regression was used to examine the proposed relationships. Findings The results revealed that outside CEOs have a positive effect on growth but a negative effect on restaurant profitability. It was further turned out that franchising significantly moderates the outside CEO-performance relationship. However, the moderating effect of recession turned out to be insignificant. Practical implications The results suggested that outside CEOs play a critical role in determining restaurant performance. The results further imply that franchising helps to maximize the positive effect of outside CEOs while mitigating the adverse effects of outside CEOs. Originality/value This study is one of the first to examine the effect of outside CEOs in the hospitality context. Moreover, this study extended the literature by revealing the relationship in the restaurant industry and highlighting the importance of long-term organizational context.

Agent and stewardship behavior: How do they differ?

2017 ◽  
Vol 23 (5) ◽  
pp. 633-646 ◽  
Author(s):  
John A. Martin ◽  
Frank C. Butler
Keyword(s):  
Agency Theory ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Measurement Scale ◽  
Stewardship Theory ◽  
Firm Level ◽  
Executive Officers ◽  
Stewardship Behavior ◽  
Theory Lead

AbstractThe purpose of this study is examine how agency theory and stewardship theory lead to different firm-level outcomes on an array of different outcomes. Based on these differences, we argue for the development of an agent–steward measurement scale, which will help researchers classify chief executive officers (CEOs) along an agent–steward continuum. This, in turn, will spur research to predict and test CEO behaviors and firm-level outcomes. Agency theory suggests CEOs take advantage of their powerful positions to maximize their personal economic utility, whereas stewardship theory suggests CEOs are motivated through intrinsic awards and will balance their interests with those of other stakeholders. We use these theories to examine possible differences in CEO behaviors. This is important because different CEO behaviors might lead to differing impacts on important firm-level outcomes. This paper reviews the relevant agency and stewardship literatures, then offers propositions regarding CEO behaviors from agent and steward perspectives.

scholarly journals Chief Executive Officers’ Perceptions of Collective Organizational Engagement and Patient Experience in Acute Care Hospitals

2021 ◽  
Vol 8 ◽  
pp. 237437352110340
Author(s):  
Mary Lynn Lunn ◽  
Andrea D Ellinger ◽  
Kim F Nimon ◽  
Jonathon RB Halbesleben
Keyword(s):  
Acute Care ◽  
Patient Experience ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Acute Care Hospitals ◽  
Equation Modeling ◽  
Organizational Capability ◽  
Hospital Employees ◽  
Organizational Engagement ◽  
Executive Officers

The concept of employee engagement has garnered considerable attention in acute care hospitals because of the many positive benefits that research has found when clinicians are individually engaged. However, limited, if any, research has examined the effects of engaging all hospital employees (including housekeeping, cafeteria, and admissions staff) in a collective manner and how this may impact patient experience, an important measure of hospital performance. Therefore, this quantitative online survey-based study examines the association between 60 chief executive officers' (CEOs') perceptions of the collective organizational engagement (COE) of all hospital employees and patient experience. A summary measure of the US Hospital Consumer Assessment of Healthcare Providers and Systems survey scores was used to assess patient experience at each of the 60 hospitals represented in the study. A multiple linear regression model was tested using structural equation modeling. The findings of the research suggest that CEOs' perceptions of COE explain a significant amount of variability in patient experience at acute care hospitals. Practical implications for CEOs and other hospital leaders are provided that discuss how COE can be used as an organizational capability to influence organizational performance.

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