scholarly journals The relationship between CEO compensation and company performance in a South African context

2013 ◽  
Vol 6 (3) ◽  
pp. 539-564 ◽  
Author(s):  
Samuel Bradley
Keyword(s):  
South African ◽  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Company Performance ◽  
South African Context ◽  
Return On Equity ◽  
Performance Variables ◽  
African Context ◽  
Executive Officers

The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research, the compensation of chief executive officers was broken down into three components: salary, bonus and ‘other’ remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age, experience and compensation was also found.

The Impact of IT Investment in South African E-Commerce SME Organizations

2008 ◽  
pp. 3119-3128
Author(s):  
Sam Lubbe
Keyword(s):  
South African ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Operating Costs ◽  
Company Performance ◽  
It Investment ◽  
It Department ◽  
Research Questions ◽  
Executive Officers ◽  
The Impact

This chapter considers the possibility of a link between organisational performance and information technology (IT) investment intensity in SME organisations practising e-commerce for the period 2001/2002. The answers to the research questions note that in top performing organisations; (1) IT costs as proportions of operating costs were higher; (2) IT costs as a proportion of turnover was lower, than in weak performing organisations; and (3) that a positive correlation exists between the computerisation index (CI) and the operating costs ratio. The investigation also reveals that chief executive officers (CEO)’s expect additional output while planning e-commerce operations and keeping IT budgets constant. Evidence is presented that company performance is linked to the level of IT investment intensity in the sample of organisations investigated, even though more output was expected from the IT department.

The Impact of IT Investment in South African E-Commerce SME Organizations

2011 ◽  
pp. 94-106
Author(s):  
Sam Lubbe
Keyword(s):  
South African ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Operating Costs ◽  
Company Performance ◽  
It Investment ◽  
It Department ◽  
Research Questions ◽  
Executive Officers ◽  
The Impact

This chapter considers the possibility of a link between organisational performance and information technology (IT) investment intensity in SME organisations practising e-commerce for the period 2001/2002. The answers to the research questions note that in top performing organisations; (1) IT costs as proportions of operating costs were higher; (2) IT costs as a proportion of turnover was lower, than in weak performing organisations; and (3) that a positive correlation exists between the computerisation index (CI) and the operating costs ratio. The investigation also reveals that chief executive officers (CEO)’s expect additional output while planning e-commerce operations and keeping IT budgets constant. Evidence is presented that company performance is linked to the level of IT investment intensity in the sample of organisations investigated, even though more output was expected from the IT department.

scholarly journals Narrative Styles and Institutional Isomorphism in South African CEOs’ Shareholder Letters

2021 ◽  
pp. 1-17
Author(s):  
Elda Du Toit ◽  
Leana Esterhuyse
Keyword(s):  
South African ◽  
Impression Management ◽  
Narrative Analysis ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Institutional Isomorphism ◽  
Communication Styles ◽  
The South ◽  
Executive Officers ◽  
International Companies

Among the most-read corporate documents are chief executive officers’ (CEOs’) shareholder letters. Using institutional isomorphism as lens, this study examines the extent to which the narrative styles used by South African CEOs in their shareholder letters are similar to the styles used by CEOs at leading international companies. The study also explores the degree to which impression management techniques are present in the South African CEOs’ shareholder letters. The study uses DICTION software to conduct a narrative analysis of South African CEOs’ shareholder letters for a single financial year, and compares the findings with those drawn from the Craig and Amernic (2018) study of the shareholder letters of CEOs from samples of international Fortune 500 and FTSE 100 companies. The study finds that optimism and realism are the two most-used narrative styles in South African CEOs’ shareholder letters, and that these findings are markedly similar to those generated by the Craig and Amernic (2018) study of international companies. The study contributes to the understanding of normative institutional isomorphism in corporate reporting by providing empirical evidence that the narrative styles employed by CEOs of companies in a developing economy with high corporate governance standards conform to the same norms as those of CEOs of large international companies. The study also finds that the South African CEOs’ dominant communication styles in the shareholder letters lend themselves to being tools of impression management.

scholarly journals Investigating the CEO of a MAT: Examining practices and positions on ‘the street’

2019 ◽  
Vol 48 (3) ◽  
pp. 478-495 ◽  
Author(s):  
Belinda C Hughes
Keyword(s):  
Chief Executive Officer ◽  
Empirical Data ◽  
Chief Executive Officers ◽  
Service Providers ◽  
Chief Executive ◽  
Business Networks ◽  
Educational Service ◽  
Street Level ◽  
Executive Officers

The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.

scholarly journals Chief Executive Officer Regulatory Focus and Competitive Action Frequency

2020 ◽  
pp. 105960112098141
Author(s):  
Arpita Agnihotri ◽  
Saurabh Bhattacharya
Keyword(s):  
Chief Executive Officer ◽  
Regulatory Focus ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Moderating Effects ◽  
Upper Echelons ◽  
Prevention Focus ◽  
Competitive Action ◽  
Executive Officers ◽  
The Relationship

Using regulatory focus, the Chief Executive Officer-Top Management Team (CEO-TMT) interface, and upper echelons theories, the present study casts additional light on the competitive action frequency of firms, as determined by their chief executive officers (CEOs) regulatory focus under the contingent effect of the CEO–TMT dissimilarity of informational demographics. Applying regulatory focus and upper echelons theories, this study first hypothesizes how CEO regulatory focus influences competitive action frequency. Next, leveraging CEO–TMT interface research, this study suggests moderating effects on the part of CEO–TMT dissimilarity, across functional background and tenure, and on the relationship between CEO regulatory focus and competitive action frequency. Drawing on a sample of 218 firms from India for a 5-year period (2010–2015), we find that a CEO promotion focus enhances a firm’s competitive action frequency and that a prevention focus diminishes the same. Furthermore, dissimilarities in terms of both CEO–TMT functional background orientation and tenure in the organization moderate this relationship. This study concludes with a discussion of the article’s theoretical and practical implications.

Sharing the pain? An examination of CEO and executive compensation of publicly traded newspaper companies

2019 ◽  
Vol 40 (3) ◽  
pp. 362-390
Author(s):  
John Soloski ◽  
Hugh J. Martin
Keyword(s):  
Executive Compensation ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Financial Health ◽  
Publicly Traded ◽  
Return On Assets ◽  
Return On Equity ◽  
Top Executives ◽  
Ceo Pay ◽  
Executive Officers

This study examines the compensation of newspaper company chief executive officers (CEOs) and other top executives, comparing compensation with key measures of the companies’ financial performance and employment levels. Fixed-effect regressions found only a small relationship between CEO pay and companies’ market value for 2000 to 2013. There was no relationship between pay and return-on-assets or return-on-equity. Unobserved characteristics of individual companies are associated with CEO pay. The implications for the financial health of newspaper companies are discussed.

scholarly journals Chief Executive Officers and their Boards: a Play of Power

2019 ◽  
Vol 8 (2) ◽  
pp. 27
Author(s):  
Ndifreke Bassey Asuquo ◽  
Osasu Obaretin
Keyword(s):  
Research Design ◽  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Organizational Outcomes ◽  
Library Research ◽  
Executive Officers ◽  
Insight Into

This study is motivated by the need to understand conceptually issues in Chief Executive Officers dominance.To achieve this objective, a library research design was employed to review and understand relevant concepts relating to Chief Executive Officers and boards. Issues relating to Chief Executive Officers dominance and rubbers stamp boards were also x-rayed.The paper concluded from the review that the influence of the Chief Executive Officer on the board can be condensed by reducing board dependency on the Chief Executive Officer while increasing Chief Executive Officer dependency on the board. Also, studies in this area of research are encouraged to provide insight into the effects of Chief Executive Officer-board interaction on organizational outcomes.

Character assassination of CEOs in crises – Questioning CEOs’ character and values in corporate crises

2018 ◽  
Vol 33 (4) ◽  
pp. 413-429
Author(s):  
Jens Seiffert-Brockmann ◽  
Sabine Einwiller ◽  
Julia Stranzl
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Public Perception ◽  
Personal Values ◽  
Chief Executive ◽  
Corporate Communication ◽  
Character Traits ◽  
Public Scrutiny ◽  
Executive Officers ◽  
Corporate Crises

This study explores the concept of character assassination in the field of corporate communication. We examine the perception of character traits and personal values of chief executive officers in Austria and Germany during corporate crises. Results suggest that character attacks mostly focus on a chief executive officer’s integrity, while a positive public perception of charisma seems to be related to a chief executive officer’s remaining in office. Furthermore, personal values were under more intense public scrutiny when the chief executive officer in question had to leave their office. Thus, the study suggests that character traits and values are antecedents which influence the outcomes of the process of character assassination.

scholarly journals Strategies for sustainable growth in JSE-listed companies

2012 ◽  
Vol 43 (3) ◽  
pp. 79-94
Author(s):  
C. Eitzen ◽  
K. Sartorius
Keyword(s):  
Chief Executive Officers ◽  
High Growth ◽  
Qualitative Evaluation ◽  
Chief Executive ◽  
Operational Efficiency ◽  
Sustainable Growth ◽  
Managerial Talent ◽  
Incentive Strategies ◽  
African Context ◽  
Executive Officers

Achieving high growth that is sustainable is an elusive goal for all but a few great companies. Despite the relative importance of this topic, limited research has been performed to explain this phenomenon, especially in a South African context. This paper adopts an exploratory approach to investigate some of the variables that influence company growth, as well as their choice of strategy. A mixed method incorporating descriptive statistics, regression analysis and qualitative evaluation, was used to test the research questions. A sample of 202 JSE companies indicated 28% were high growth entities, 39% medium growth and 33% achieved growth of less than 10%. A further survey of 30 Chief Executive Officers (CEO) indicated that they believed the top five growth drivers were acquisitions, managerial talent, operational efficiency, an entrepreneurial flair (low growth companies excluded) and the development of networks and partnerships. The respondents, however, ranked the number and importance of these growth drivers very differently with high growth companies citing a broader range of growth drivers than the other respondents. Quite surprisingly, the respondents appear to have underestimated the importance of industry and economy effects. Furthermore, high growth companies appeared to develop a broader spectrum of strategies that were more likely to be linked to their choice of growth driver. Interestingly, high growth companies were the only respondents to develop formal partnership and incentive strategies. In conclusion, the results re-enforce the impression that successful organizations develop a multiplicity of strategies that are always underpinned by operational efficiency.

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