scholarly journals An Empirical Examination of The Relationship Between the Background Characteristics of The CEO and Overall Corporate Reputation

1970 ◽  
Vol 14 (2) ◽  
pp. 141-155
Author(s):  
Peter Stanwick ◽  
Sarah Stanwick
Keyword(s):  
Chief Executive Officers ◽  
Corporate Reputation ◽  
Positive Impact ◽  
Chief Executive ◽  
Past Research ◽  
Background Characteristics ◽  
Empirical Examination ◽  
Time Period ◽  
Executive Officers ◽  
The Relationship

This paper examines the relationship between the overall corporate reputation of an organization and the background characteristics of the Chief Executive Officers (CEOs) across twenty-one major industry classifications. Four background characteristics are examined: (1) age, (2) tenure with the company, (3) tenure as CEO, and (4) functional background (career path). These characteristics are explored by examining the overall corporate reputation of the organization through a proxy, the Fortune Corporate Reputation Index. Drawing on past research in the area of background characteristics (Hambrick and Mason, 1984) and corporate reputation (Fombrun and Shanley, 1990), hypotheses were tested which examined the background characteristics of CEOs and the company’s overall corporate reputation. The results of this paper show that, in general, the CEO's background characteristics impact the level of overall corporate reputation of the firm. The type of functional background of the CEO has a significant positive impact on the level of overall corporate reputation. Over a four-year time period (1990 to 1994), age, tenure with the company, and tenure as CEO were negatively related to the overall corporate reputation of organizations that retained their CEO. For firms that had replaced the CEO, a positive relationship between overall corporate reputation and tenure with the company and age was discovered.

scholarly journals The Relationship Between CEO Gender, Financial Performance, And Financial Management

2012 ◽  
Vol 11 (1) ◽  
pp. 25 ◽  
Author(s):  
Terrance Jalbert ◽  
Mercedes Jalbert ◽  
Kimberly Furumo
Keyword(s):  
Chief Executive Officers ◽  
Financial Management ◽  
Chief Executive ◽  
Return On Assets ◽  
Inside Ownership ◽  
Number Of Factors ◽  
Time Period ◽  
Executive Officers ◽  
The Relationship ◽  
Ceo Gender

In recent years, the number of female Chief Executive Officers (CEOs) at large firms has increased to the point that it is possible to statistically compare the performance and management characteristics of firms managed by CEOs of different genders. This paper is an exploratory study that examines the relationship between CEO gender and the performance and management of publicly traded firms. We use a large dataset of annual Forbes CEO data, combined with Compustat data, covering the time period of 1997 to 2006. Our results show that CEO gender is related to a number of factors including inside ownership and return on assets.

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 The relationship between chief executive officer compensation and the size and industry of South African state-owned enterprises

2019 ◽  
Vol 17 ◽  
Author(s):  
Mariette Coetzee ◽  
Magda L. Bezuidenhout
Keyword(s):  
Chief Executive Officers ◽  
Ceo Compensation ◽  
African State ◽  
Chief Executive ◽  
Annual Reports ◽  
Performance Contracts ◽  
Ceo Pay ◽  
Managerial Implications ◽  
Executive Officers ◽  
The Relationship

Orientation: Concerns about exorbitant executive compensation are making headlines, because executives receive lucrative packages despite state-owned enterprises (SOEs) performing poorly. It appears as if chief executive officers (CEOs) are not being held accountable for the performance of the SOEs.Research purpose: The purpose of the study was to determine whether the size and the industry of an SOE had an impact on CEO compensation packages.Motivation for the study: A greater understanding of the relationship between CEO remuneration and the size and type of industry of SOEs would assist with the standardisation of CEO remuneration and linking CEO pay to SOE performance.Research approach/design and method: A multiple regression analysis on a pooled dataset of 162 panel observations was conducted over a 9-year period. Financial data of 18 SOEs were extracted from the McGregor BFA database and the annual reports of SOEs.Main findings: The findings show that the size of an SOE does not influence the total compensation of CEOs. However, larger SOEs pay larger bonuses due to these SOEs being in a stronger financial position to offer lucrative bonuses. CEO’s remuneration was aligned within certain industries.Practical/managerial implications: The findings emphasise the need to link CEO compensation with SOE performance. Standardisation in setting CEO compensation and implementing performance contracts should be considered.Contribution/value-add: The study confirms that CEO pay is not linked to performance and not justified when considering SOE size or industry.

The effects of global financial crisis on the relationship between CEO compensation and earnings management

2020 ◽  
Vol 28 (2) ◽  
pp. 389-408 ◽  
Author(s):  
Oheneba Assenso-Okofo ◽  
Muhammad Jahangir Ali ◽  
Kamran Ahmed
Keyword(s):  
Financial Crisis ◽  
Earnings Management ◽  
Chief Executive Officers ◽  
Ceo Compensation ◽  
Global Financial Crisis ◽  
Chief Executive ◽  
Content Type ◽  
Multivariate Tests ◽  
Executive Officers ◽  
The Relationship

Purpose This paper aims to examine the effects of global financial crisis (GFC) on chief executive officers’ (CEO) compensation and earnings management relationship. Specifically, the authors examine whether the recent financial crisis had moderated the relationship between CEO bonus and discretionary accruals. Design/methodology/approach The authors use panel data for 1,800 firm-year observations (over a period of six years from 2005 to 2010) and use univariate and multivariate tests to test their hypothesis. The authors divide the period into pre-crisis, during-crisis and post-crisis periods to examine how the different financial crisis periods affect the relationship between CEO compensation and earnings management. Various alternative tests including endogeneity test suggest that the results are robust. Findings The authors’ multivariate results indicate that the relationship between CEO’ compensation and earnings management changes because of the GFC. Practical implications The findings, therefore, justify more monitoring and scrutiny to limit the existence of opportunistic managerial behaviour and for the appropriate designing of CEO compensation packages during abnormal economic circumstances. Originality/value So far as the authors’ knowledge goes, this is the first study which examines the relationship between CEO compensation and earnings management during GFC.

Perceived accountability for local government infrastructure assets: the influence of stakeholders

2017 ◽  
Vol 29 (4) ◽  
pp. 551-572 ◽  
Author(s):  
Pavithra Siriwardhane ◽  
Dennis Taylor
Keyword(s):  
Local Government ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Stakeholder Salience ◽  
Content Type ◽  
The Public ◽  
The Government ◽  
Executive Officers ◽  
Policy Incentives ◽  
The Relationship

Purpose The purpose of this study is to investigate the relationship between the degree of stakeholder salience and the degree of emphasis placed on accountability dimensions for infrastructure assets (IFAs) as perceived by mayors and chief executive officers (CEOs) of local government authorities (LGAs). Comparisons are drawn between the salience accorded to two broad stakeholder groups at the public level and at the government level. Design/methodology/approach Perceptions of mayors and CEOs are examined through a mail questionnaire survey administered among LGAs in Australia. Findings Overall accountability for IFAs by the LGAs is influenced by the salience accorded to the demands and needs of public stakeholders (PSs) but not the salience accorded to government stakeholders (GS). It is evident that public and managerial accountabilities are impacted by PS salience, whereas political accountability is impacted by the salience of GS. Thus, it emphasises that the establishment and implementation of policies, processes and systems that render transparency and responsiveness to the public, as well as service quality and the disclosure of performance measures, are positively affected by the salience accorded to PS groups. Research limitations/implications The results of the study may be affected by the inherent weaknesses associated with mail surveys. Practical implications Accountability of LGAs for IFAs to GS needs enhancement, specifically stronger policy incentives. Originality/value This paper contributes to the literature, providing evidence on how mayors and CEOs of LGAs perceive the salience of different stakeholders of IFAs and its impact on the perceived accountability.

Socializing accounting practices in governing boards: dairy co-operatives down-under

2016 ◽  
Vol 12 (1) ◽  
pp. 75-102 ◽  
Author(s):  
Karen VanPeursem ◽  
Kevin Old ◽  
Stuart Locke
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Document Analysis ◽  
Content Type ◽  
Challenges And Opportunities ◽  
Small Pool ◽  
Executive Officers ◽  
Accountability Practices ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate the accountability practices of the directors in New Zealand and Australian dairy co-operatives. An interpretation of their practices, which focus on the relationship between directors and their farmer-shareholders, is informed by Roberts’ (2001a) understandings of a socializing accountability. Design/methodology/approach – The fieldwork consists of interviews with 23 directors, including all chief executive officers and chairmen, of six dairy co-operatives together with observations and document analysis. These co-operatives together comprise a significant portion of the regional dairy industry. The methodology draws from Eisenhardt’s (1989) qualitative approach to theory formation. Findings – The authors find that these directors engage in a discourse-based, community-grounded and egalitarian form of socializing accountability. As such, their practices adhere generally to Roberts (2001a) hopes for a more considerate and humble relationship between an accountor and an accountee. Social implications – Findings add to the small pool of research on the lived experiences of co-operative boards and to a parsimonious literature in socializing accountability practices. The contributions of the study are in advancing real understandings of alternative forms of accountability, in evaluating the conditions in which these alternatives may be likely to arise and in anticipating the challenges and opportunities that arise therefrom. Originality/value – The originality of the project arises from accessing the views of these industry leaders and, through their frank expressions, coming to understand how they achieve a form of a socializing accountability in their relationships with farmer-shareholders.

scholarly journals Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

2016 ◽  
Vol 11 (5) ◽  
pp. 328
Author(s):  
Ahmad Nasser AbuZaid
Keyword(s):  
Chief Executive Officers ◽  
Positive Impact ◽  
Chief Executive ◽  
Business Environment ◽  
Strategic Leadership ◽  
Organizational Ambidexterity ◽  
Manufacturing Companies ◽  
Chemical Manufacturing ◽  
Executive Officers ◽  
The Impact

<p>Organizations need to be ambidextrous to acquire new capabilities to be compatible with changing business environment and at the same time to employ its available capabilities to achieve the efficiency. The leadership contributes in building organizational ambidexterity through creating the context of ambidexterity. Therefore, the purpose of this study is to identify the impact of strategic leadership on the organizational ambidexterity of the (94) Jordanian chemical manufacturing companies operating at King Abdullah II Ibn Al-Hussein Industrial City. The sample of the study includes all the study population. The sampling unit and analysis (respondents) composed of the Chief Executive Officers (CEO) of all target companies. In order to achieve the study objectives, the researcher designed a questionnaire to collect the required data from study sample. To test the hypotheses the multiple regression analysis used. Empirical results indicated that the strategic leadership has a positive impact on organizational ambidexterity. Based on the results of the study, the strategic leader must be having the following skills: visioning, focusing, and implementing. In addition, researchers should conduct additional studies in strategic leadership and organizational ambidexterity in the different industries and contexts, especially in the service companies and taking other dimensions of strategic leadership rather than visioning, focusing, and implementing.</p>

Fintech – stick or carrot – in innovating and transforming a financial ecosystem: toward a typology of comfort zoning

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Romeo V. Turcan ◽  
Bernadett Deák
Keyword(s):  
Grounded Theory ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Primary Data ◽  
Content Type ◽  
News Reports ◽  
Running Records ◽  
Executive Officers ◽  
Start Ups ◽  
The Relationship

Purpose Fintech is an “untilled field” in which the relation between Fintechs and incumbents is yet to be understood. This paper aims to explore this relationship and advance its theoretical and practical understanding. It further contributes toward Fintech paradigm and research domain emergence that both to date remain yet elusive. Design/methodology/approach This paper adopted a multiple-case study strategy for the purpose of theory building. Seven players from the Fintech ecosystem in Quebec (Canada) were selected, representing financial institutions, Fintech start-ups and Quebec’s financial cluster. Primary data was collected via in-depth interviews with ten respondents at the level of vice presidents, Managers, directors, chief executive officers and founders, and unobtrusive data – in the form of running records, mass-media news reports, presentations and proceedings from Fintech events. Data analysis was informed by grounded theory methods and techniques. Findings Grounded in data, this paper puts forward a typology of “comfort zoning” and its four types: nimbling, imperiling, cocooning and discomforting. Research limitations/implications Following the tenets of the grounded theory, four criteria are used to evaluate the emergent theory: fit, relevance, workability and modifiability. It is expected the interpretation and adoption of comfort zoning typology will be challenged, modified and enhanced by Fintech researchers and practitioners. Practical implications The comfort zoning typology would aid practitioners in their efforts to define and refine the domain of Fintech, problematize it and eventually enhance the relationship between Fintechs. Originality/value This paper fulfills an identified need to explore the relationship between Fintechs and incumbents and advance the theoretical and practical understanding of this relationship.

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.

scholarly journals Does Degree Earned Matter? An Empirical Analysis Of CEOs From Large Firms

2004 ◽  
Vol 1 (5) ◽  
Author(s):  
Terrance Jalbert ◽  
Mercedes Jalbert ◽  
Gino Perrina
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
The United States ◽  
Graduate Degree ◽  
Graduate Degrees ◽  
Educational Backgrounds ◽  
Time Period ◽  
Different Ages ◽  
The Individual ◽  
Executive Officers

In this paper the educational backgrounds of the Highest Paid Chief Executive Officers (CEOs) in the United States are examined.  Specifically, the extent to which the specific degree earned affects the salary received and other variables are examined.  The data for the study is the Forbes 800 CEO compensation data.  The time period for this study is the thirteen years from 1987-1999.  The results indicate that the total compensation that individuals earn as the CEO of the firm depends upon the undergraduate and graduate degree that the individual earns. Those with differing degrees are found to have been with the firm for a differing number of years, earned their undergraduate and graduate degrees at different ages, started working for the firm at different ages, became the CEO at differing ages, and were with the firm for differing number of years prior to becoming the CEO.

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