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 Getting in with the “In” crowd: how to put marketing back on the CEO's agenda

2014 ◽  
Vol 25 (2) ◽  
pp. 195-212 ◽  
Author(s):  
Philipp Klaus ◽  
Bo Edvardsson ◽  
Timothy L. Keiningham ◽  
Thorsten Gruber
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Western Europe ◽  
New Technology ◽  
Chief Executive ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Key Issues ◽  
Executive Officers

Purpose – Despite efforts by researchers and managers to better link marketing activities with business financial outcomes, there is general agreement that by and large chief marketing officers (CMOs) (and marketing in general) have lost strategic decision-making influence within organizations. The purpose of this paper is to understand the causes of this decline and offer recommended solutions to counteract this trend. Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with 25 chief executive officers (CEOs) of service companies located in Western Europe, North America, and Australia. In total, 13 difference countries were represented. Using Emerging Consensus Technique, we identified four main themes, which cause the goals of CEOs and those of CMOs/marketing to diverge. Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: first, the role of the CMO (e.g. task overload, focus on tactical issues, “outdated” skill set); second, lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns); third, digital and social media (e.g. a perceived obsession with new technology); and forth, lack of strategic vision and impact (e.g. lost sight of “core” job, use of irrelevant metrics). Practical implications – The findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs. Originality/value – This research provides marketers with a CEO eye view of their role within organizations.

Stakeholder prioritisation by Mayors and CEOs in infrastructure asset decisions

2014 ◽  
Vol 10 (3) ◽  
pp. 355-381 ◽  
Author(s):  
Pavithra Siriwardhane ◽  
Dennis Taylor
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Local Governments ◽  
Chief Executive ◽  
Content Type ◽  
Managerial Values ◽  
The Public ◽  
Stakeholder Groups ◽  
Stakeholder Identification ◽  
Executive Officers

Purpose – The purpose of the study is to investigate differences between the perceptions of the Mayors and Chief Executive Officers (CEOs) of local government authorities (LGAs) with regards to the attributes of power, legitimacy and urgency of different identified stakeholder groups regarding their claims and needs concerning infrastructure assets. Stakeholder groups are categorised into those at the public level and those at higher-tier government level. Design/methodology/approach – A survey of 420 LGAs throughout Australia was undertaken using an instrument developed from the constructs in Mitchell et al.’s (1997) theory of stakeholder identification and salience. Findings – The results first reveal that there are more similarities than differences between the perceptions of the Mayors and CEOs with regard to stakeholder attributes of different stakeholder groups. Second, both Mayors and CEOs view stakeholders in infrastructure decision-making as largely “expectant dependant”. However, there is evidence that some biased priority may be accorded to the “public stakeholder” category over “higher-tier government” category because the CEO’s perception of the power of “public” stakeholders, together with the Mayor’s managerial values, is significantly positively related to their perceptions of the salience of these “public” stakeholders, but not “higher-tier government” stakeholders. However the results of the analysis change in the combined sample of the Mayor and CEO, making both categories of stakeholders as “definitive” in infrastructure decision-making. Research limitations/implications – The results of this study are subject to the usual limitation of mail surveys, including biases that can arise in respondents’ rating based on their perceptions. The findings have implications for the process of infrastructure decision-making in local governments. Originality/value – This paper contributes to the literature, providing evidence on how Mayors and CEOs of local governments prioritise the needs, interests and claims of different stakeholders with respect to infrastructure assets.

scholarly journals Strategies for sustainable growth in JSE-listed companies

2012 ◽  
Vol 43 (3) ◽  
pp. 79-94
Author(s):  
C. Eitzen ◽  
K. Sartorius
Keyword(s):  
Chief Executive Officers ◽  
High Growth ◽  
Qualitative Evaluation ◽  
Chief Executive ◽  
Operational Efficiency ◽  
Sustainable Growth ◽  
Managerial Talent ◽  
Incentive Strategies ◽  
African Context ◽  
Executive Officers

Achieving high growth that is sustainable is an elusive goal for all but a few great companies. Despite the relative importance of this topic, limited research has been performed to explain this phenomenon, especially in a South African context. This paper adopts an exploratory approach to investigate some of the variables that influence company growth, as well as their choice of strategy. A mixed method incorporating descriptive statistics, regression analysis and qualitative evaluation, was used to test the research questions. A sample of 202 JSE companies indicated 28% were high growth entities, 39% medium growth and 33% achieved growth of less than 10%. A further survey of 30 Chief Executive Officers (CEO) indicated that they believed the top five growth drivers were acquisitions, managerial talent, operational efficiency, an entrepreneurial flair (low growth companies excluded) and the development of networks and partnerships. The respondents, however, ranked the number and importance of these growth drivers very differently with high growth companies citing a broader range of growth drivers than the other respondents. Quite surprisingly, the respondents appear to have underestimated the importance of industry and economy effects. Furthermore, high growth companies appeared to develop a broader spectrum of strategies that were more likely to be linked to their choice of growth driver. Interestingly, high growth companies were the only respondents to develop formal partnership and incentive strategies. In conclusion, the results re-enforce the impression that successful organizations develop a multiplicity of strategies that are always underpinned by operational efficiency.

CEOs Driving Decision Making Toward Higher Performance: Strategic Micro-foundations of Small-Sized Family Firms

2021 ◽  
pp. 002188632110232
Author(s):  
Yair Friedman ◽  
Abraham Carmeli
Keyword(s):  
Decision Making ◽  
Chief Executive Officers ◽  
Family Firms ◽  
Chief Executive ◽  
Strategic Decision ◽  
Positive Interaction ◽  
Research Attention ◽  
Implementation Capacity ◽  
Decision Making Processes ◽  
Executive Officers

Chief executive officers (CEOs) have a substantial influence on the decision-making processes of the top management team (TMT) and the performance of the firm in general, and this influence is particularly important in small-sized family firms. By integrating research on CEO qualities and the CEO–TMT interface to explain how they interact in ways that drive firm performance, we provide a first attempt to highlight the importance of CEO capacity to implement decisions that were made following a comprehensive process (i.e., strategic decision comprehensiveness, SDC) for the performance of small-sized family firms. In so doing, we provide a micro-foundation lens and also direct research attention to decision implementation, a key issue in the field of strategic management, which unfortunately has relatively been overlooked in the extant literature. Results of multisource survey data collected from CEOs and TMT members of 131 small-sized family firms indicate a positive interaction effect between CEO implementation capacity, the TMT SDC, and the performance of small-sized family firms.

The Role of Consumers in Health Care Decision Making

1997 ◽  
Vol 10 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Kathleen Ahearn ◽  
Marguerite Donohue ◽  
Pran Manga
Keyword(s):  
Health Care ◽  
Decision Making ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Consumer Involvement ◽  
Board Members ◽  
Health Care Decision ◽  
Executive Officers ◽  
Care Decision

This paper focuses on the results of a survey of chief executive officers and consumer board members of Ontario hospitals and community health centres regarding the role of consumers in health care decision making. The opinions of both the chief executive officer and consumer board member respondents were elicited regarding the value of consumer input in decision making for the organizations studied. Results indicate that consumer board members feel that their input into organizational decision making is valued, chief executive officers value the input of consumers, and consumer involvement in decision making is increasing. More women are now involved on boards of the organizations studied, but visible minority representation remains low on hospital boards. Consumer board members feel that their decision making is influenced by providers on the board.

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.

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.

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