Temporal Change Patterns of Entrepreneurial Orientation: A Longitudinal Investigation of CEO Successions

2017 ◽  
Vol 41 (4) ◽  
pp. 591-619 ◽  
Author(s):  
Bastian Grühn ◽  
Steffen Strese ◽  
Tessa C. Flatten ◽  
Nikolai A. Jaeger ◽  
Malte Brettel
Keyword(s):  
Chief Executive Officer ◽  
Entrepreneurial Orientation ◽  
Temporal Change ◽  
Chief Executive ◽  
Empirical Results ◽  
Longitudinal Investigation ◽  
Before And After ◽  
Ceo Successions ◽  
Over Time

This study investigates the temporal change patterns of entrepreneurial orientation (EO) subsequent to chief executive officer (CEO) successions. Integrating prior research, we hypothesize that CEO successions lead to a change in EO and that this change exhibits an inverse U‐shape over time. Based on data collected for 67 CEO successions, our empirical results support our hypotheses, showing that successions effectuate changes in EO and tend to increase the level of EO in firms. Changes in EO peak in the second to fourth year of a new CEO's tenure, with less change before and after. We also demonstrate that changes in EO occur later but are more pronounced if the newly appointed firm leader is an outside CEO.

Temporal Change Patterns of Entrepreneurial Orientation: A Longitudinal Investigation of CEO Successions

2016 ◽  
Vol 41 (4) ◽  
pp. 591-619 ◽  
Author(s):  
Bastian Grühn ◽  
Steffen Strese ◽  
Tessa C. Flatten ◽  
Nikolai A. Jaeger ◽  
Malte Brettel
Keyword(s):  
Entrepreneurial Orientation ◽  
Temporal Change ◽  
Longitudinal Investigation ◽  
Ceo Successions

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).

The CIO Enabling IT Governance

2011 ◽  
pp. 213-234
Author(s):  
Petter Gottschalk
Keyword(s):  
Chief Executive Officer ◽  
It Governance ◽  
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).

scholarly journals Inherited Control and Firm Performance

2006 ◽  
Vol 96 (5) ◽  
pp. 1559-1588 ◽  
Author(s):  
Francisco Pérez-González
Keyword(s):  
Labor Market ◽  
Firm Performance ◽  
Chief Executive Officer ◽  
Market Competition ◽  
Chief Executive ◽  
Lower Performance ◽  
Large Shareholder ◽  
Undergraduate Institutions ◽  
Ceo Successions ◽  
The Impact

I use data from chief executive officer (CEO) successions to examine the impact of inherited control on firms' performance. I find that firms where incoming CEOs are related to the departing CEO, to a founder, or to a large shareholder by either blood or marriage underperform in terms of operating profitability and market-to-book ratios, relative to firms that promote unrelated CEOs. Consistent with wasteful nepotism, lower performance is prominent in firms that appoint family CEOs who did not attend “selective” undergraduate institutions. Overall, the evidence indicates that nepotism hurts performance by limiting the scope of labor market competition.

The Taoist Spirit of Haier: The Metaphor of Sea Based on the Symbolism of Water

2016 ◽  
Vol 12 (4) ◽  
pp. 803-806 ◽  
Author(s):  
Peter Ping Li ◽  
Steven Shijin Zhou ◽  
Abby Jingzi Zhou
Keyword(s):  
Chief Executive Officer ◽  
Strong Influence ◽  
Chief Executive ◽  
The Core ◽  
Over Time ◽  
Core Features

It is unusual for any speech to maintain strong influence over the general strategies of an organization and the behavior of its employees over time. ‘Haier Is a Sea’, presented by Zhang Ruimin, the chief executive officer (CEO) of Haier, more than twenty years ago, is an exception. This commentary identifies the core features of sea as a metaphor, explores the philosophical roots of this metaphor, and discusses the implications.

Weekly Exercise Consistently Reinstates Positive Mood

1998 ◽  
Vol 3 (4) ◽  
pp. 271-280 ◽  
Author(s):  
Hannah Steinberg ◽  
Briony R. Nicholls ◽  
Elizabeth A. Sykes ◽  
N. LeBoutillier ◽  
Nerina Ramlakhan ◽  
...  
Keyword(s):  
Physical Exercise ◽  
Negative Mood ◽  
Real Life ◽  
Positive Mood ◽  
Field Investigation ◽  
Single Bout ◽  
Before And After ◽  
Exercise Class ◽  
Negative Feelings ◽  
Over Time

Mood improvement immediately after a single bout of exercise is well documented, but less is known about successive and longer term effects. In a “real-life” field investigation, four kinds of exercise class (Beginners, Advanced, Body Funk and Callanetics) met once a week for up to 7 weeks. Before and after each class the members assessed how they felt by completing a questionnaire listing equal numbers of “positive” and “negative” mood words. Subjects who had attended at least five times were included in the analysis, which led to groups consisting of 18, 20, 16, and 16 subjects, respectively. All four kinds of exercise significantly increased positive and decreased negative feelings, and this result was surprisingly consistent in successive weeks. However, exercise seemed to have a much greater effect on positive than on negative moods. The favorable moods induced by each class seemed to have worn off by the following week, to be reinstated by the class itself. In the Callanetics class, positive mood also improved significantly over time. The Callanetics class involved “slower,” more demanding exercises, not always done to music. The Callanetics and Advanced classes also showed significantly greater preexercise negative moods in the first three sessions. However, these differences disappeared following exercise. Possibly, these two groups had become more “tolerant” to the mood-enhancing effects of physical exercise; this may be in part have been due to “exercise addiction.”

Peregrine—Twenty Years of Fraudulent Cash Balances

2013 ◽  
Vol 29 (2) ◽  
pp. 337-348
Author(s):  
Randal J. Elder ◽  
Diane J. Janvrin ◽  
Paul Caster
Keyword(s):  
Information System ◽  
Chief Executive Officer ◽  
Accounting Information ◽  
Chief Executive ◽  
Cash Balance ◽  
Accounting Information System

ABSTRACT In July 2012, Peregrine Financial Group filed for bankruptcy following the discovery that $215 million in customer balances had been embezzled. Investigation revealed that its Chief Executive Officer, Russell Wasendorf, Sr., fooled auditors and regulators for 20 years by preparing fictitious bank statements and cash balance confirmations to hide the theft of cash. The fraud was uncovered when Peregrine's regulator, the National Futures Association (NFA), demanded that Peregrine participate in an electronic confirmation process for verification of customer accounts. This case discusses how the fraud was allowed to go undetected for 20 years, the importance of auditing cash, and how new electronic confirmation technology improves the ability to authenticate confirmation responses. The case is suitable for use in both auditing and accounting information system courses.

The New Economic Populism and the Future of Inequality in the United States

2017 ◽  
Author(s):  
William W. Franko ◽  
Christopher Witko
Keyword(s):  
United States ◽  
Federal Government ◽  
Labor Unions ◽  
Republican Party ◽  
The United States ◽  
The Public ◽  
Empirical Results ◽  
Income Disparities ◽  
The Face ◽  
Over Time

The authors conclude the book by recapping their arguments and empirical results, and discussing the possibilities for the “new economic populism” to promote egalitarian economic outcomes in the face of continuing gridlock and the dominance of Washington, DC’s policymaking institutions by business and the wealthy, and a conservative Republican Party. Many states are actually addressing inequality now, and these policies are working. Admittedly, many states also continue to embrace the policies that have contributed to growing inequality, such as tax cuts for the wealthy or attempting to weaken labor unions. But as the public grows more concerned about inequality, the authors argue, policies that help to address these income disparities will become more popular, and policies that exacerbate inequality will become less so. Over time, if history is a guide, more egalitarian policies will spread across the states, and ultimately to the federal government.

UK Fiscal Squeezes over a Century

2017 ◽  
Author(s):  
Christopher Hood ◽  
Rozana Himaz
Keyword(s):  
Data Sources ◽  
Fiscal Consolidation ◽  
Financial Outcomes ◽  
Financial Conditions ◽  
Deficit Reduction ◽  
Before And After ◽  
The Uk ◽  
Changes Over Time ◽  
Spending Cuts ◽  
Over Time

This chapter draws on historical statistics reporting financial outcomes for spending, taxation, debt, and deficit for the UK over a century to (a) identify quantitatively and compare the main fiscal squeeze episodes (i.e. major revenue increases, spending cuts, or both) in terms of type (soft squeezes and hard squeezes, spending squeezes, and revenue squeezes), depth, and length; (b) compare these periods of austerity against measures of fiscal consolidation in terms of deficit reduction; and (c) identify economic and financial conditions before and after the various squeezes. It explores the extent to which the identification of squeeze episodes and their classification is sensitive to which thresholds are set and what data sources are used. The chapter identifies major changes over time that emerge from this analysis over the changing depth and types of squeeze.

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