Acquisition Returns, Increase in Firm Size, and Chief Executive Officer Compensation: The Moderating Role of Monitoring

2002 ◽  
Vol 45 (3) ◽  
pp. 599-608 ◽  
Author(s):  
Peter Wright ◽  
Mark Kroll ◽  
Detelin Elenkov
Keyword(s):  
Chief Executive Officer ◽  
Firm Size ◽  
Chief Executive ◽  
Moderating Role

CEO outsiderness and firm performance in an emerging economy: The moderating role of managerial discretion

2018 ◽  
Vol 26 (5) ◽  
pp. 798-814
Author(s):  
Aylin Ataay
Keyword(s):  
Firm Performance ◽  
Chief Executive ◽  
Emerging Economy ◽  
Managerial Discretion ◽  
Ceo Succession ◽  
Direct Impact ◽  
And Performance ◽  
Succession Events ◽  
Moderating Role

AbstractInconsistent findings from prior research on the performance consequences of new Chief Executive Officer (CEO) origin led us to study the moderating effect of managerial discretion on the link between CEO outsiderness and firms’ post-succession performance. Data from 75 CEO succession events from an emerging economy show that new CEO outsiderness, without managerial discretion context influences, has no direct impact on post-succession performance. Further, our findings emphasise the moderating impacts of managerial discretion, stemming from factors in a company’s external and internal contingencies, which either strengthen or weaken the association between new CEO outsiderness and post-succession firm performance. It is found that market complexity, but not munificence, provides CEOs with more discretion in the Turkish context, thus strengthening the positive associations between CEO origin and firm performance. Firms inertia weakens both managerial discretion level and the association between CEO outsiderness and firm performance. The results show that internal corporate governance also matters. Finally, when a CEO assumes the dual role of both the chairman and the CEO, the link between CEO outsiderness and performance of the firm becomes stronger.

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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