Exploring the influence of chief executive officer professional development and work context on organisation performance: A multi-theoretic perspective

2015 ◽  
Vol 21 (5) ◽  
pp. 675-694 ◽  
Author(s):  
Christian A Taniman ◽  
Timothy F O’Shannassy
Keyword(s):  
Professional Development ◽  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Work Context ◽  
The Board Of Directors ◽  
Conceptual Paper ◽  
Research Propositions ◽  
The Right

AbstractUnderstanding the value the right chief executive officer selection and tenure choices can bring to an organisation is under researched in legal jurisdictions such as Australia where there is strong separation of the role of the chief executive officer and chairperson. The chief executive officer is the key organisation strategist and plays an important role in formulating and implementing strategy as well as keeping the board of directors informed of the work of the executive team. This paper reviews and synthesises the corporate governance literature to develop the argument that a chief executive officer’s professional development background and work context will impact his or her ability to favourably influence organisation performance. A series of research propositions of interest to a range of stakeholders inside and outside the organisation are developed drawing on a number of corporate governance theories (e.g., agency theory, stewardship theory). This conceptual paper develops a substantial future empirical research agenda.

The Role of the Chairman at Meetings of Directors

2020 ◽  
Author(s):  
Leslie Kosmin ◽  
Catherine Roberts
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Board Meeting ◽  
Timely Manner ◽  
Management Decisions ◽  
The Board Of Directors ◽  
Important Position ◽  
A Company

It is usual for a valid board meeting to be chaired by one of the directors who will act as the chairman of the board. The chairman is the person who has control of the conduct of the meeting. The person who occupies the position of chairman of the board of directors holds an important position in the hierarchy of a company. It is the responsibility of the chairman to manage the board meeting and, in consultation with the chief executive officer and the company secretary, to set the agenda for board meetings. In managing a board meeting a chairman must ensure that all members of the board receive accurate and proper information in a timely manner so as to enable them to take informed management decisions.

Mapping the determinants of carbon-related CEO compensation: a multilevel approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Julija Winschel
Keyword(s):  
Climate Change ◽  
Corporate Governance ◽  
Ceo Compensation ◽  
Behavioral Science ◽  
Theoretical Perspective ◽  
Chief Executive ◽  
Content Type ◽  
Change Impact ◽  
Research Propositions

Purpose In view of the current climate change emergency and the growing importance of the climate-related accountability of companies, this paper aims to advance a comprehensive understanding of the determinants of carbon-related chief executive officer (CEO) compensation. Design/methodology/approach Building on the agency-theoretical perspective on executive compensation and existing work in the fields of management, corporate governance, cultural studies, and behavioral science, this paper derives a multilevel framework of the determinants of carbon-related CEO compensation. Findings This paper maps the determinants of carbon-related CEO compensation at the societal, organizational, group, and individual levels of analysis. It also provides research propositions on the determinants that can support and challenge the implementation of this instrument of environmental corporate governance. Originality/value In the past literature, the determinants of carbon-related CEO compensation have remained largely unexplored. This paper contributes to the academic discussion on environmental corporate governance by showcasing the role of interlinkages among the determinants of carbon-related CEO compensation and the possible countervailing impacts. In view of the complex interdisciplinary nature of climate change impact, this paper encourages businesses practitioners and regulators to intensify their climate change mitigation efforts and delineates the levers at their disposal.

scholarly journals PENERAPAN GCG DAN DAMPAKNYA PADA CSR (PERUSAHAAN PEMENANG IIGC – ASEAN CG SCORECARD)

2020 ◽  
Vol 13 (2) ◽  
Author(s):  
Ririn Breliastiti ◽  
Sucinda Putri ◽  
Silwy Valentina
Keyword(s):  
Corporate Governance ◽  
Empirical Evidence ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Financial Statements ◽  
Award Winning ◽  
Independent Variable ◽  
Csr Disclosure ◽  
Source Of Information

Indonesia is ranked among the lowest in corporate governance in Southeast Asia. The better the application of CG is expected to be the better the company's CSR disclosure. In the digital age, a company's website is one source of information that can be used by companies to report and disclose CSR activities. This study aims to obtain empirical evidence regarding whether the implementation of GCG will impact the company's ability to disclose its CSR activities on the official website. This research is a comparative causal study, which the independent variable (X) is GCG and the dependent variable (Y) is CSR. Information on the company's annual financial statements is obtained from www.idx.co.id, while data on award-winning companies provided by IICG were obtained from SWA Magazine. The results of the study show that GCG has not been proven to have an impact on the disclosure of CSR activities on the website. Indications are that the organs in GCG function more to protect the interests of shareholders. In the realm of CSR, the role of this GCG organ has not been specifically regulated. CSR is an embodiment of GCG principles, namely responsibility and transparency of information. Companies that are committed to carrying out CG properly and consistently should realize these principles in CSR activities and report/ disclose these CSR activities through the official website. Companies that have been awarded as Indonesia Most Trusted Companies should be an example or benchmark for other companies. For this reason, seriousness, seriousness and commitment are needed, especially from the Chief Executive Officer (CEO) in running GCG. Keywords: GCG, CSR, IIGC, website

scholarly journals Enron fiasco: Business difficulty and the role of Enron’ directors

2011 ◽  
Vol 8 (4) ◽  
pp. 165-168
Author(s):  
Huu Cuong Nguyen
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Dual Role ◽  
Law Reform ◽  
Organisational Structure ◽  
High Profile ◽  
New Period

Enron Corporation’s high-profile collapses marked a new period for dramatic changes to corporate governance worldwide that mainly focuses on law reform to prevent, or al least mitigates, similar future corporate collapse. The paper investigates Enron’s demise by addressing the two main aspects: Enron’s business and the role of Enron’s director in governing the Corporation, especially with the presence of dual role of the chairman and chief executive officer in its organisational structure

scholarly journals Aplicação dos princípios da governança corporativa ao sector público

2007 ◽  
Vol 11 (2) ◽  
pp. 11-26 ◽  
Author(s):  
Maria da Conceição da Costa Marques
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officer ◽  
Chief Executive

A corporate governance na perspectiva dos Estados Unidos influenciou largamente a Europa, mas não serviu assim tão bem quanto isso. A corporate governance é para assegurar que as empresas apresentam melhor performance, melhor monitorização e protecção dos investidores. No modelo anglo-saxónico, os accionistas estão longe da empresa, mas nos Estados Unidos as administrações são dominadas pela gestão, e existe algum conflito real entre o CEO (Chief Executive Officer) e o Presidente. Sob várias perspectivas, o modelo europeu é um bom modelo porque a maioria das empresas têm um grupo de accionistas que exercem uma influência directa no controlo dos negócios das empresas, mesmo que alguns não o façam. Em Portugal, esta situação requer novas estruturas e atitudes. As empresas locais ainda não quantificaram os custos de uma fraca governação. O teste deste sucesso será o encaminhamento do capital para mercados onde os investidores têm confiança. Um caminho português deve ser encontrado. Neste estudo pretende-se apresentar como os princípios da corporate governance podem ser aplicados ao sector público.

scholarly journals Foreign Shareholdings Impact on Banks Efficiency and Moderating Role of Corporate Governance

2019 ◽  
Vol 8 (2S9) ◽  
pp. 414-425
Keyword(s):  
Developing Countries ◽  
Corporate Governance ◽  
Country Of Origin ◽  
Developed Countries ◽  
Moderating Effect ◽  
Due Diligence ◽  
The Board Of Directors ◽  
The Impact ◽  
Moderating Role

The research investigate the impact of foreign shareholding originated from developed and developing countries on the efficiency of acquired local banks in Indonesia during 2007-2017 by including Corporate Governance as a moderating variable. Methodology: Using the secondary aggregate data of 29 commercial banks acquired by foreign shareholders, a panel regression model using econometrics methods of GLS, and DEA were applied to examine the effects of percentage of foreign shareholdings on efficiency of the acquired local banks. The main findings; First, percentage of foreign shareholdings positively affecting efficiency of acquired local banks only if the foreign shareholders is originated from developed countries. Second, the level of economic advancement of the country of origin of foreign shareholders has significant effects on the efficiency of the acquired local banks. Third, the increase in the size of the Board of Directors tends to decrease the efficiency of the acquired local banks and fourth, the presence of Foreign Director has a positive moderating effect on strengthening the effect of percentage of foreign shareholdings on the efficiency of the acquired local banks. Overall, the originality of this studies is that the percentage of foreign shareholdings and its country of origin are two combined factors that cannot be separated in affecting the level of efficiency of its acquired local bank and the fact of significant positive moderating effect of Foreign Director. As policy consideration, monetary authority need to perform strict due diligence on prospective foreign shareholders specifically originated from developing countries, advise banks to maintain the existence of Foreign Director and to encourage small local banks to be merged prior to the acquisition by foreign shareholders.

The Chief Executive Officer

2011 ◽  
pp. 1-37
Author(s):  
Petter Gottschalk
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Senior Executives ◽  
Level 3 ◽  
Level 1 ◽  
Ceo Successions ◽  
Level 2

The chief executive officer (CEO) is the only executive at level 1 in the hierarchy of an organization (Carpenter & Wade, 2002). All other executives in the organization are at lower levels. At level 2, we find the most senior executives. Level 3 includes the next tier of executives. In our perspective of promoting the chief information officer (CIO) to be the next CEO, we first have to understand the role of the CEO. Therefore, the first chapter of this book is dedicated to the topic of CEO successions (Zhang & Rajagopalan, 2004).

Using Characters in Online Simulated Environments to Guide Authentic Tasks

2006 ◽  
pp. 88-95 ◽  
Author(s):  
Shirley Agostinho
Keyword(s):  
Learning Environment ◽  
Learning Environments ◽  
Chief Executive Officer ◽  
Authentic Learning ◽  
Chief Executive ◽  
Authentic Tasks ◽  
Simulated Environments ◽  
Simulated Environment ◽  
The Subject

The use of characters to present tasks and critical information in a simulated environment has proven to be a useful strategy in the creation of more authentic learning environments online. Such characters can not only perform the role of setting and structuring tasks within the fictitious scenario, but also that of providing useful and realistic guidance. This chapter describes a learning environment designed to create an authentic context for learning evaluation skills and strategies appropriate to technology-based learning settings. The subject in which this approach was adopted was a masters-level course in evaluation of technology-based learning environments. The chapter focuses on the use of a fictitious CEO (chief executive officer) who requests certain evaluation tasks of “employees.” Students are given realistic jobs with realistic parameters, and in this way the subject is dealt with in a much more authentic manner than if presented in a more decontextualised way. The rationale for adopting the approach is described together with a description of how it was implemented and summary findings of an evaluation of the approach.

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