Determinants of organizational performance: some implications for top executive leadership in Korean firms

2020 ◽  
pp. 93-114
Author(s):  
Jungwon Yoon ◽  
Moon-Gi Suh
1998 ◽  
Vol 22 (3) ◽  
pp. 1-21 ◽  
Author(s):  
Junseob Shin ◽  
George E. McClomb

2016 ◽  
Vol 37 (4) ◽  
pp. 520-539
Author(s):  
Yina Mao ◽  
Ching-Wen Wang ◽  
Chi-Sum Wong

Purpose – The purpose of this paper is to propose a model explaining the roles of right-hand person and the factors contributing to the successful relationship between the top executive and the right-hand person. Design/methodology/approach – In-depth qualitative case studies are conducted. Longitudinal observations, interviews with six right-hand persons and the top executives in three organizations are conducted to test the propositions of the model. Findings – Results indicate that different types of congruence between the top executive and the right-hand person are required when the right-hand person is performing the roles of an implementer and joint decision maker. Research limitations/implications – This study extends the leadership literature by investigating the phenomenon of right-hand person of the top executive, which has seldom been studied systematically or scientifically. It provides insights and serves as a stepping stone for future research in this area. One key limitation is that it is a qualitative study with limited samples under investigation. Practical implications – Practical implications concerning how to build up a successful relationship between the top executive and the right-hand person can be drawn from the proposed model. Insight concerning how to collaborate between the top executive and the right-hand person can be drawn from the in-depth case analyses. Social implications – The phenomenon of right-hand person is not limited to business organizations. The collaboration between the key decision maker and his chief assistant should be applicable to other contexts such as non-government organizations. Originality/value – To the best of the knowledge, this is the first paper that investigates the right-hand person phenomenon in the literature. As the right-hand person of the top executive can have important influence on organizational performance, the study may serve as the stepping stone for further understanding of this important phenomenon.


2017 ◽  
Vol 76 (3) ◽  
pp. 107-116 ◽  
Author(s):  
Klea Faniko ◽  
Till Burckhardt ◽  
Oriane Sarrasin ◽  
Fabio Lorenzi-Cioldi ◽  
Siri Øyslebø Sørensen ◽  
...  

Abstract. Two studies carried out among Albanian public-sector employees examined the impact of different types of affirmative action policies (AAPs) on (counter)stereotypical perceptions of women in decision-making positions. Study 1 (N = 178) revealed that participants – especially women – perceived women in decision-making positions as more masculine (i.e., agentic) than feminine (i.e., communal). Study 2 (N = 239) showed that different types of AA had different effects on the attribution of gender stereotypes to AAP beneficiaries: Women benefiting from a quota policy were perceived as being more communal than agentic, while those benefiting from weak preferential treatment were perceived as being more agentic than communal. Furthermore, we examined how the belief that AAPs threaten men’s access to decision-making positions influenced the attribution of these traits to AAP beneficiaries. The results showed that men who reported high levels of perceived threat, as compared to men who reported low levels of perceived threat, attributed more communal than agentic traits to the beneficiaries of quotas. These findings suggest that AAPs may have created a backlash against its beneficiaries by emphasizing gender-stereotypical or counterstereotypical traits. Thus, the framing of AAPs, for instance, as a matter of enhancing organizational performance, in the process of policy making and implementation, may be a crucial tool to countering potential backlash.


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