scholarly journals Strategy and sustainability: a strategic logic for engagement with the environment

2015 ◽  
Vol 1 (1) ◽  
Author(s):  
Mike Rosenberg
Keyword(s):  
Energy Efficiency ◽  
Chief Executive Officers ◽  
Environmental Performance ◽  
Boards Of Directors ◽  
Chief Executive ◽  
Senior Management ◽  
General Lack ◽  
Sustainability Reports ◽  
Executive Officers ◽  
Strategic Logic

Abstract While many firms today routinely publish sustainability reports, work to increase their energy efficiency and market some part of their products or services to customers who are in some way interested in their environmental performance, there still appears to be a general lack of engagement on the issue of the environment from Chief Executive Officers and members of Boards of Directors. Despite years of effort and thousands of scholarly articles, academia has yet to develop a compelling framework with which to engage Senior Management. The article proposes such a framework based on an idea called environmental sensibility and the degree of compliance a firm chooses to pursue.

Effects of CEO duality and tenure on innovation

2019 ◽  
Vol 12 (4) ◽  
pp. 536-552
Author(s):  
Mengge Li ◽  
Jinxin Yang
Keyword(s):  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Chief Executive ◽  
Monitoring And Control ◽  
Content Type ◽  
Upper Echelons Theory ◽  
Ceo Tenure ◽  
Executive Officers ◽  
Advance Theory ◽  
Exploratory Innovation

Purpose As the primary decision makers, chief executive officers (CEOs) play pivotal roles in firm innovation. However, little is known regarding how CEOs influence the exploitation and exploration paradox. To advance theory and research, the purpose of this paper is to investigate the joint effects of CEO tenure and CEO–chair duality on a firm’s shifting emphasis between exploitative and exploratory innovation. Design/methodology/approach This paper takes the approach of a longitudinal sample of 81 US pharmaceutical firms. Findings As CEOs’ tenure advance, their firms’ percentage of exploitative innovation increases. Furthermore, non-duality (separation of board chair and CEO) further strengthens the positive relationship between CEO tenure and the percentage of exploitative innovation. Research limitations/implications This study integrates upper echelons theory and behavioral agency theory to juxtapose the effects of CEOs on technological innovation. This study extends knowledge of strategic leadership and innovation by showing that CEOs influence the balance between exploitative and exploratory innovation. Furthermore, this study also contributes to the corporate governance literature by demonstrating that monitoring vigilance could inhibit capable CEOs from pursuing more exploratory innovation. Practical implications Boards of directors should allow CEOs to have greater discretion over innovation, and vigilant monitoring and control may force CEOs to focus less on exploration. Originality/value This is one of the few studies that explicitly investigate how CEO influences a firm’s emphasis on exploitative innovation and exploratory innovation.

A response to global nonprofits’ succession failure

2019 ◽  
Vol 27 (1) ◽  
pp. 7-10
Author(s):  
Joseph C. Santora
Keyword(s):  
Nonprofit Organizations ◽  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Design Methodology ◽  
Chief Executive ◽  
Executive Succession ◽  
Content Type ◽  
Nonprofit Boards ◽  
Succession Plan ◽  
Executive Officers

Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

scholarly journals Corporate governance in banks: the Nigerian experience

2010 ◽  
Vol 7 (4) ◽  
pp. 34-41
Author(s):  
Babalola Adeyemi
Keyword(s):  
Corporate Governance ◽  
Internal Control ◽  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Banking Sector ◽  
Chief Executive ◽  
Secondary Sources ◽  
Liability Management ◽  
Executive Officers ◽  
Financial Transactions

Recent failures/collapse of high profit institutions around the world such as Enron, Parmalat, Worldcom, Barings Bank to mention just a few have shown that no company can be too big to fail. A common trend that ran through these monumental failures was poor corporate governance culture, exemplified in poor management, fraud and insider abuse by both management and board members, poor asset and liability management, poor regulations and supervision among others. This paper examines the conceptual framework of corporate governance. Some of the components of corporate governance in general and in the Nigerian banking sector in particular were identified and observed. Secondary sources were basically consulted for the purpose of this work and simple percentages were also used to explain a few of the findings. The study revealed that the boards of directors of a good number of these banks were ineffective and that the internal controls were equally weak as a result of the overriding influence of the chairman/chief executive officers. It was also observed that there were instances of insider abuses such as granting of insider related credits, huge non-performing loans and so on. In addition, lack of transparency and non-disclosure of financial transactions were very rampant in the banking sector in Nigeria according to the study carried out. Recommendations made include total separation of ownership from management, sound internal control system, full disclosure of all financial transactions and strengthening the enforcement mechanism of the regulatory authorities.

Implied Tradeoffs of Chief Financial Officer Accounting Expertise: Evidence from Firm-Manager Matching

2020 ◽  
Author(s):  
Darren Bernard ◽  
Weili Ge ◽  
Dawn Matsumoto ◽  
Sara Toynbee
Keyword(s):  
Financial Reporting ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Management Team ◽  
Senior Management ◽  
Chief Financial Officer ◽  
Ex Post ◽  
Key Skills ◽  
Accounting Expertise ◽  
Executive Officers

We present evidence that although individuals with accounting expertise bring key skills to the financial reporting responsibilities of the chief financial officer (CFO) position, they tend to lack educational and career experiences relevant to nonaccounting responsibilities (e.g., operations and strategy). Assuming boards’ perceptions of CFO accounting expertise are correct on average, we provide evidence of tradeoffs of CFO accounting expertise by examining how differences in CFO backgrounds shape executive employment decisions. Firms with greater demand for nonaccounting expertise are less likely to hire an accounting expert CFO, consistent with ex ante firm-manager matching. Ex post, significant declines in firm-manager fit predict CFO turnover and other compensating changes in the composition of the senior management team. Accounting expert CFOs are also less likely to become chief executive officers, suggesting that CFO experience does not fully mitigate these tradeoffs. Collectively, the results suggest important tradeoffs inherent to CFO accounting expertise that shape the structure of the senior management team. This paper was accepted by Suraj Srinivasan, accounting.

Chief executive officers and the pay–pension tradeoff

2009 ◽  
Vol 9 (2) ◽  
pp. 303-319 ◽  
Author(s):  
JOSEPH GERAKOS
Keyword(s):  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Bargaining Power ◽  
Chief Executive ◽  
Executive Officers ◽  
Equalizing Differences ◽  
Pension Benefits ◽  
Cent Decrease

AbstractThe theory of equalizing differences predicts that workers trade pay for benefits, but empirical confirmation of such tradeoffs is rare. This study investigates the extent to which chief executive officers (CEOs) trade pay for pension benefits. For a sample of S&P 500 CEOs, I find that an additional dollar of pension benefits is associated with a 48 cent decrease in pay. Although the tradeoff estimate is significantly different from zero, it is also significantly less than the anticipated rate of dollar-for-dollar, especially for CEOs with relatively more bargaining power over their boards of directors. This implies that the implicit price of pension benefits decreases with the CEO's bargaining power, so pooling datasets on CEOs with varying degrees of power blurs the size of the pay–pension tradeoff.

scholarly journals Gender Diversity in Audit Partners and Audit Efforts

2021 ◽  
Vol 16 (4) ◽  
pp. 96
Author(s):  
Veronica Tibiletti ◽  
Stefano Azzali ◽  
Tatiana Mazza
Keyword(s):  
Corporate Governance ◽  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Gender Diversity ◽  
Chief Executive ◽  
Audit Fees ◽  
Female Representation ◽  
Listed Firms ◽  
The Board Of Directors ◽  
Executive Officers

The research uses regression models and panel data related to audit fees, audit hours and corporate governance. The sample of listed firms yields 751 firms-years observations for the period 2010-2018. We study how gender diversity among audit partners, Chief Executive Officers, and Boards of Directors impact on audit fees and audit hours. We focus on the interaction between auditors and management. We find that female audit partners is associated with lower audit fees and audit hours. Next, we find that female audit partner significantly affects the association with the audit efforts in interaction with management, but when the audit partner is male, audit efforts are also determined by the female representation on the Board of Directors.  We contribute to literature on the effects of gender diversity in auditing and corporate governance. We also enrich the concept of audit efforts by including audit hours as well as audit fees. Finally, the research answers the call for empirical study on the effects of gender diversity in management-auditor interaction.

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