scholarly journals Strategic intent: The literature, the construct and its role in predicting organization performance

2016 ◽  
Vol 22 (5) ◽  
pp. 583-598 ◽  
Author(s):  
Timothy F O’Shannassy
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive ◽  
Shared Vision ◽  
Three Dimensions ◽  
Future Research ◽  
Company Strategy ◽  
Strategic Intent ◽  
Future Research Agenda ◽  
Strategy Process ◽  
Research Propositions

AbstractStrong performing companies often have intents that state their ambitions for the future and this will be clearly communicated to stakeholders by the chief executive officer. The chief executive officer should lead company strategy and play the key role in establishing and communicating the strategic intent. This conceptual paper uses insights mainly from the strategy process and corporate governance literature to build better understanding of how a business can achieve a strong sense of strategic intent to inform their strategy work. Three dimensions of the strategic intent construct are identified – shared vision, resource focus and foresight. Through the development of a series of research propositions a substantial future research agenda is offered in an area where the literature is quite limited. Points of interest to the strategy practice field are also discussed.

The founder chief executive officer: A review of current insights and directions for future research

2020 ◽  
Vol 28 (6) ◽  
pp. 406-436 ◽  
Author(s):  
Michael A. Abebe ◽  
Pingshu Li ◽  
Keshab Acharya ◽  
Joshua J. Daspit
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive ◽  
Future Research

scholarly journals Clinical handover in a bilingual setting: interpretative phenomenological analysis to exploring translanguaging practices for effective communication among hospital staff

BMJ Open ◽  
2021 ◽  
Vol 11 (9) ◽  
pp. e046494
Author(s):  
Jack Pun
Keyword(s):  
Interpretative Phenomenological Analysis ◽  
Hospital Staff ◽  
Phenomenological Analysis ◽  
Three Dimensions ◽  
Future Research ◽  
Linguistic Features ◽  
Clinical Communication ◽  
Clinical Handover ◽  
Future Research Agenda ◽  
Potential Applications

ObjectiveTo explore the linguistic features of translanguaging in bilingual handover practices and elicit the views of hospital staff on factors that hinder or facilitate effective handover practice in a bilingual environment.Methods78 hospital staff were recruited from hospital wards and emergency departments of two Hong Kong hospitals. They were interviewed to determine their perceptions of their handover communication in a bilingual context, and their responses were subjected to interpretative phenomenological analysis.ResultsBased on the staff interviews, three dimensions with potential applications to effective clinical handover are identified. A revised Identify, Situation, Background, Assessment and Recommendation protocol accounting for linguistic pluralism (i.e., the translanguaging process) is suggested to underpin the future research agenda around effective clinical communication in a bilingual context.ConclusionsResearch on handover communication in multilingual contexts is limited. This study outlines linguistic pluralism at the handover stage and details the complexity of handover communication for staff in a bilingual context. It urges for more research with a specific focus on identifying avoidable linguistic issues that emerge from the clinical context and developing a suitable protocol to standardise staff’s translanguaging processes to ensure a safe and efficient handover process in a bilingual environment.

Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism

2019 ◽  
Vol 46 (6) ◽  
pp. 908-936 ◽  
Author(s):  
Ormonde Rhees Cragun ◽  
Kari Joseph Olsen ◽  
Patrick Michael Wright
Keyword(s):  
Chief Executive Officer ◽  
Personality Trait ◽  
Meta Analysis ◽  
Chief Executive ◽  
Future Research ◽  
Agency Model ◽  
Upper Echelons Theory ◽  
Tournament Theory ◽  
Ceo Narcissism ◽  
Research Recommendations

Chief executive officer (CEO) narcissism is an important area of research due to the strategic implications of how this multifaceted personality trait affects CEO behavior. This article presents a combined meta-analytic and narrative review of CEO narcissism and makes future research recommendations. Our review and meta-analytic findings lead to the creation of a framework for CEO narcissism research focused on narcissistic CEO supply, demand, behavior, and consequences. Additionally, our review identifies five methods of measuring CEO narcissism, each with strengths and weaknesses. We find that while extant findings exhibit common themes, such findings remain mixed and potentially dependent upon methods. We recommend that future research expand beyond the strategic consequences of CEO narcissism to consider additional foci of the research framework and its moderators. Additionally, we suggest that research can benefit from moving beyond the predominant theoretical lenses of upper echelons theory and leadership theory to the lenses of the extended agency model of narcissism, the admiration-versus-rivalry perspective of narcissism, and tournament theory.

Examining the New Dimensions of Career Advancement of Women Employees

2018 ◽  
Vol 21 (3) ◽  
pp. 869-881 ◽  
Author(s):  
Sugandha Verma
Keyword(s):  
Career Advancement ◽  
Empirical Work ◽  
Three Dimensions ◽  
Future Research ◽  
Her Family ◽  
Future Aspirations ◽  
Future Research Agenda ◽  
Modern Age ◽  
Women Employees ◽  
Research Gap

Growth of career is becoming more important to an employee of the modern age. The assessment of career advancement (CA) provides such valuable information. It is quite relevant to mention that men and women employees follow different career paths. To a man his job is always important. However, a woman keeps her family on first priority and her employment on second priority. The review of available literature reveals that some studies have highlighted CA of women employees. Most of them are conceptual in nature and pursue the concept of the glass ceiling. Consequently, the research gap emerges as there is a lack of empirical work in this regard. Total absence about the measurement of CA of women employees in the Indian context amplifies this existing knowledge gap. Thus, this study tries to identify the new dimensions of CA and finally proposes a model for practical adoption. With the sample of 182 female bank employees from Uttarakhand state, exploratory factor analysis (EFA) ultimately discovers three dimensions of CA, namely future aspirations (FA), present satisfaction and career orientation (CO). Cronbach’s alpha values report high reliabilities for these dimensions and the CA instrument as a whole. In the end, conclusion, limitations and future research agenda have also been discussed.

CEO succession: what we know and where to go?

2016 ◽  
Vol 3 (3) ◽  
pp. 222-264 ◽  
Author(s):  
Ormonde R. Cragun ◽  
Anthony J. Nyberg ◽  
Pat M. Wright
Keyword(s):  
Human Capital ◽  
Poor Performance ◽  
Chief Executive ◽  
Future Research ◽  
Ceo Succession ◽  
Capital Theory ◽  
Content Type ◽  
High Performing ◽  
Future Research Agenda ◽  
Ceo Selection

Purpose The purpose of this paper is to conduct a comprehensive analysis and synthesis of the splintered chief executive officer (CEO) succession literature and provide a unifying future research agenda. Design/methodology/approach This review content analyzes 227 relevant articles published after 1994. These articles examine the causes, process, replacement, and consequences of CEO succession. Findings The review develops a comprehensive typology, identifies gaps in the literature, and proposes opportunities for future research. For instance, the CEO succession literature can be classified along four primary dimensions: when, how, who, and consequences. These four primary dimensions are further explained by ten secondary factors and 30 tertiary components. Research opportunities include: enlarging the data pool to expand the repertoire of firms studied, incorporating the CEO’s perspective, and integrating CEO succession research with literatures in selection, turnover, and human capital theory. Practical implications Through integrating research across research domains, future research will be able to better predict when CEO succession will occur, how to avoid unwanted CEO succession, how to better implement CEO succession, and how to minimize negative aspects and maximize positive aspects of CEO succession for the firm and the CEO, as well as understand the consequences of CEO selection, and help move toward and understanding of how to prevent poor performance, and retain high performing CEOs. Originality/value This is the first comprehensive review since 1994. It creates a typology to guide and categorize future research, and shows ways to incorporate relevant, but often ignored literatures (e.g. human resources, psychology, decision making, and human capital).

scholarly journals Beyond “Doing as the Romans Do”: A review of research on countercultural business practices

2022 ◽  
Author(s):  
Dan V. Caprar ◽  
Sunghoon Kim ◽  
Benjamin W. Walker ◽  
Paula Caligiuri
Keyword(s):  
Multinational Corporations ◽  
Future Research ◽  
Cultural Norms ◽  
Business Practices ◽  
Strategic Intent ◽  
Future Research Agenda ◽  
Local Practices ◽  
Local Stakeholders ◽  
Functional Explanations ◽  
Institutional Drivers

AbstractThere has long been a dominant logic in the international business literature that multinational corporations should adapt business practices to “fit” host cultures. Business practices that are congruent with local cultural norms have been advocated as effective and desirable, while practices that are incongruent have been deemed problematic. We examine and challenge this persistent assumption by reviewing the literature showing evidence for both benefits and acceptance of countercultural practices (i.e., practices that are seemingly incongruent with local cultural norms or values), and disadvantages and rejection of local practices. Drawing on the literature reviewed, we offer four types of theoretical (ontological, epistemological, causal, and functional) explanations as to why and when countercultural business practices might be preferred. Finally, we provide a springboard for a future research agenda on countercultural practices, centered around understanding the circumstances under which businesses and local stakeholders might benefit from the use of countercultural practices based on such factors as strategic intent, local preferences, institutional drivers, and social responsibility.

scholarly journals Organizational Transparency: Conceptualizations, Conditions, and Consequences

2016 ◽  
Vol 58 (2) ◽  
pp. 268-297 ◽  
Author(s):  
Oana Brindusa Albu ◽  
Mikkel Flyverbom
Keyword(s):  
Research Agenda ◽  
Perceived Quality ◽  
Three Dimensions ◽  
Future Research ◽  
Organizational Studies ◽  
Conceptual Level ◽  
Future Research Agenda ◽  
Critical Scrutiny ◽  
Organizational Transparency

Transparency is an increasingly prominent area of research that offers valuable insights for organizational studies. However, conceptualizations of transparency are rarely subject to critical scrutiny and thus their relevance remains unclear. In most accounts, transparency is associated with the sharing of information and the perceived quality of the information shared. This narrow focus on information and quality, however, overlooks the dynamics of organizational transparency. To provide a more structured conceptualization of organizational transparency, this article unpacks the assumptions that shape the extant literature, with a focus on three dimensions: conceptualizations, conditions, and consequences. The contribution of the study is twofold: (a) On a conceptual level, we provide a framework that articulates two paradigmatic positions underpinning discussions of transparency, verifiability approaches and performativity approaches; (b) on an analytical level, we suggest a novel future research agenda for studying organizational transparency that pays attention to its dynamics, paradoxes, and performative characteristics.

Sustainable business growth: exploring operations decision-making

2017 ◽  
Vol 8 (1) ◽  
pp. 83-95 ◽  
Author(s):  
Leila Schwab ◽  
Stefan Gold ◽  
Nathan Kunz ◽  
Gerald Reiner
Keyword(s):  
Decision Making ◽  
Three Dimensions ◽  
Future Research ◽  
Decision Making Process ◽  
Longitudinal Case Study ◽  
Business Growth ◽  
Sustainable Business ◽  
Bottom Line ◽  
Content Type ◽  
Research Propositions

Purpose The purpose of this paper is to explore how operations decision-making may keep the growing firms within the boundaries of corporate and societal sustainability. Design/methodology/approach The authors classify operations decisions during growth periods according to the three dimensions of the triple bottom line (economic, social and environmental). By means of a longitudinal case study of a family-owned wood construction firm that is in a process of intense growth, the authors identify, visually represent and analyse the complex sequences of selected managerial operations decisions. Findings The empirical data suggest that operations decisions made by managers during growth periods follow specific patterns. From the analysis, the authors derive various research propositions that investigate how a well-understood and therefore efficient and effective decision-making process can facilitate sustainable business growth. Research limitations/implications The findings offer opportunities for future studies to zoom in on specific parts of the decision-making process during growth periods. Moreover, given the exploratory nature of this study, future research should test hypotheses derived from the research propositions. Practical implications This study investigates operations decision-making during growth, which is crucial for guiding companies through this complex transition phase. Originality/value This conceptual and empirical analysis explores new theory and contributes to the vastly under-researched subject of sustainable business growth.

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.

scholarly journals CEO Advice Seeking: An Integrative Framework and Future Research Agenda

2019 ◽  
Vol 46 (6) ◽  
pp. 771-805
Author(s):  
Shenghui Ma ◽  
Yasemin Y. Kor ◽  
David Seidl
Keyword(s):  
Research Agenda ◽  
Chief Executive ◽  
Strategic Decision ◽  
Future Research ◽  
Integrative Framework ◽  
Future Research Agenda ◽  
Advice Seeking ◽  
The Board Of Directors ◽  
Research Findings ◽  
New Research

In this paper, we review the burgeoning but dispersed literature on chief executive officer (CEO) advice seeking, which has important effects on strategic decision making, the CEO’s and the board of directors’ effectiveness, and firms’ entrepreneurial orientation, innovativeness, and financial performance. We synthesize research findings about the key features of CEO advice seeking and its antecedents and outcomes across multiple levels of analysis. On the basis of our review, we identify important research gaps and develop a future research agenda that outlines new research questions and empirical foci that extend the current scope of analysis. We also highlight promising new theories and underutilized methods suitable for this area of research. With an integrative review and research agenda, we hope to stimulate cross-fertilization of different lines of inquiry and encourage new research that shines a spotlight on the remaining puzzles of CEO advice-seeking research.

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