scholarly journals The Incidence and Nature of Employee Profit Sharing and Share Ownership in Canada

2005 ◽  
Vol 47 (3) ◽  
pp. 463-488 ◽  
Author(s):  
Richard J. Long
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Profit Sharing ◽  
General Nature ◽  
Share Ownership ◽  
Telephone Interviews ◽  
The Past ◽  
Legislative Support ◽  
Executive Officers ◽  
Dramatic Growth

This paper describes the incidence and general nature of employee profit sharing and share ownership in Canada, based on telephone interviews with chief executive officers of 626 Canadian firms conducted during 1989/90. The results indicated that there has been a dramatic growth in both of these during the past decade, despite the absence of strong legislative support, and that this growth will likely continue for some time.

scholarly journals Motives for Profit Sharing: A Study of Canadian Chief Executive Officers

2005 ◽  
Vol 52 (4) ◽  
pp. 712-733 ◽  
Author(s):  
Richard J. Long
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Telephone Survey ◽  
High Growth ◽  
Chief Executive ◽  
Profit Sharing ◽  
Decision Making Process ◽  
Company Size ◽  
For Profit ◽  
Executive Officers

This study seeks to explain why companies do or do not introduce employee profit sharing, through a telephone survey of chief executive officers at 626 Canadian companies. In addition to examining some of the usual contextual variables, this study goes beyond previous work by directly questioning CEOs about their motives for adopting or not adopting profit sharing, and by including managerial philosophy as a possible factor in their decision-making process. Results indicated that managerial philosophy and company size were the two key predictors of incidence of profit sharing. However, the firms most likely to adopt profit sharing in the future were those experiencing a high growth in sales coupled with a low growth in employees. Surprisingly, unionization was not related to either présence of, or intention to implement, profit sharing.

scholarly journals Why Saying “I’m Sorry” Isn’t Good Enough: The Ethics of Corporate Apologies

2013 ◽  
Vol 23 (2) ◽  
pp. 239-268 ◽  
Author(s):  
Daryl Koehn
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
The Other ◽  
Nation State ◽  
The Past ◽  
Corporate Body ◽  
The One ◽  
Executive Officers ◽  
Public Apologies

ABSTRACT:The number of corporate apologies has increased dramatically during the past decade. This article delves into the ethics of apologies offered by chief executive officers (CEOs). It examines ways in which public apologies on the part of a representative (CEO) of a corporate body (the firm) differ from both private, interpersonal apologies, on the one hand, and nation-state/collective apologies, on the other. The article then seeks to ground ethically desirable elements of a corporate apology in the nature or essence of the corporate apology itself. It explores the largely ignored roles played by the speaker’s ethos and audience pathos in genuine or ethical apologies and suggests that attention needs to be paid to the problems posed by “role contamination,” context, and other overlooked factors. The reception by the actual audience of a given apology is a highly contingent matter. Ethicists should concentrate, therefore, on what makes a proffered apology, in principle, trustworthy and not merely efficacious for a given audience.

Defining Corporate Strengths And Weaknesses: Is It Essential for Successful Strategy Implementation?

1988 ◽  
Vol 12 (2) ◽  
pp. 57-72 ◽  
Author(s):  
Eliza Ching-Yick Tse
Keyword(s):  
Strategic Planning ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Competitive Environment ◽  
Effective Strategies ◽  
Telephone Interviews ◽  
Restaurant Managers ◽  
Restaurant Firms ◽  
Executive Officers ◽  
Structured Questionnaire

This paper discusses the importance of strategic planning, which is generally believed to lead to higher financial performance. The restaurant market appears to be saturated and the competitive environment is growing increasingly turbulent. Operators are facing tough conditions in which to try to survive. To succeed in this dynamic and increasingly competitive environment, restaurant managers must now systematically monitor trends, anticipate threats and opportunities, perform sound internal analyses of strengths and weakesses relative to the firms' capabilities and resources, and formulate effective strategies to gain a competitive advantage. A study was conducted to gain information on the strategic planning activity, and specifically the degree of internal strengths and weaknesses analysis performed by restaurant firms. One hundred and fifty randomly selected restaurant firms were sent a letter soliciting the chief executive officers' participation in the study. Telephone interviews using a structured questionnaire were conducted. Results of the survey indicated that two thirds of the firms engaged in planning activities of various degrees. A summary of how they conduct internal analysis is presented. A framework for conducting internal corporate strengths and weaknesses analysis is proposed for restaurant firms.

The execution of marketing strategies in a developing economy

2016 ◽  
Vol 7 (1) ◽  
pp. 9-29 ◽  
Author(s):  
Kwaku Appiah-Adu ◽  
George Kofi Amoako
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Marketing Strategies ◽  
Developing Economy ◽  
Structured Interviews ◽  
Content Type ◽  
High Performing ◽  
The Past ◽  
Chief Marketing Officers ◽  
Executive Officers

Purpose – The purpose of this paper is to examine how market leaders use marketing strategies to maintain strong performance in their respective sectors within different economic contexts in an emerging developing economy. Design/methodology/approach – Case studies of three consistent, high performing market leaders based on the Ghana Club 100 rankings over the past decade are conducted. This involves structured interviews with chief executive officers (CEOs) and chief marketing officers (CMOs) of the organisations studied. Findings – The findings indicate that irrespective of the country of origin of the firm, or the economic context in a developing country, effective marketing strategies can be used to enhance the performance of organisations in their respective sectors. Originality/value – The approach used in this paper enables the authors to address the effectiveness of the marketing strategies across the past three decades covering the periods of pre-, during and post-economic reforms, and to examine the influence of different types of ownership (local, mixed foreign/local ownership and a multinational) on the execution of marketing strategies in a developing economy.

Chief executive officers: agents of change for gender equality

2021 ◽  
Vol 29 (6) ◽  
pp. 15-17
Keyword(s):  
Gender Equality ◽  
Chief Executive Officers ◽  
Change Agents ◽  
Chief Executive ◽  
Senior Leaders ◽  
Content Type ◽  
Gender Essentialism ◽  
Telephone Interviews ◽  
Agents Of Change ◽  
Executive Officers

Purpose The purpose of this study is to examine the arguments that CEOs deploy in relation to gender equality. Design/methodology/approach Data is gathered from telephone interviews carried out with CEOs from a range of industries and global locations who have publicly declared their support for gender equality. Discourse analysis is then used to understand the arguments deployed by the CEOs. Findings Three winning arguments are identified: women bring special skills to the workplace, the best person should be hired for the job and biases and privilege exist in the workplace and need to be acknowledged. Practical implications Therefore CEOs could have more impact as change agents by focusing on changing gendered systems and structures in their arguments rather than holding on to beliefs centered around gender essentialism and merit. Originality/value This paper has an original approach in suggesting that senior leaders talk in relation to gender equality promotes continuity rather than change.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

scholarly journals Toward a Working Model of Leadership in Nonprofit Sport Governance

2019 ◽  
Vol 33 (3) ◽  
pp. 189-202 ◽  
Author(s):  
Ian O’Boyle ◽  
David Shilbury ◽  
Lesley Ferkins
Keyword(s):  
Chief Executive Officers ◽  
Leadership Skills ◽  
Chief Executive ◽  
Future Research ◽  
Limited Attention ◽  
Study Approach ◽  
Working Model ◽  
Executive Officers ◽  
Scholarly Discourse

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

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