In search of a kingdom: Determinants of subsequent career outcomes for chief executives who are fired

Research on forced CEO succession has focused on determinants of exit, impact on the organization, or implications for the incoming CEO. Generally unexamined is what happens to the ousted CEO. Using a sample of 60 forced exits from the Business Week 1000 from 1988 to 1992, this study seeks to identify factors which influence the career outcomes for the ousted CEO. The study found that age matters—older CEOs were less likely to obtain other active executive positions, but were more likely than younger ousted CEOs to enter advisory roles. Further, the reason for the CEO's exit had a significant impact on the likelihood of subsequently assuming either an active or an advisory role. No relationship was found between career outcomes and the following: media coverage, levels of compensation at exit, board memberships. © 1995 by John Wiley & Sons, Inc.     

为股东创造价值是公司形象的具体体现--对上市公司老总们的忠告

随着去年监管力度的加强,证券市场上陆续揭露并处罚了一批严重造假和违规的上市公司.市场上开始怀疑我国上市公司的整体质量,为此周小川主席前不久公开发表谈话说:"我们的上市公司绝大多数是好的和比较好的,造假违规的上市公司是极少数."不知道上市公司的老总们听了周主席的话有何感想.你不造假不违规,但是你尽到了一个公众公司的责任了吗?     

Strategies for materiel management executives

With a more centralist political philosophy emulating on Capital Hill, this article focuses on potential effects on materiel management executives of a half-competitive (managed care) and a half-regulatory (Medicare and Medicaid) environment in organizing and financing health services. It predicts a far more contentious field; further cutbacks in nonpatient care personnel, including senior positions for material management executives; the centralization of tertiary services; and the possibility of additional regulatory approaches to protect the public.     

Changing compensation for top corporate executives

Salaries of a quarter of a million dollars or more are not rare in this country. Although-such salaries are criticized from many directions, this level of pay is justifiable when executives' functions are considered, and the level is bound to increase in the period ahead.     

Cultural distance and expatriate failure rates: the moderating role of expatriate management practices

Abstract

This study examines moderators of the relationship between cultural distance and the two critical indicators of expatriate failure – maladjustment and premature return rates. Results based on a sample of 126 Taiwanese multinational corporations indicate that expatriate selection and performance management practices moderate the cultural distance–expatriate maladjustment relationship, and expatriate performance management practices moderate the cultural distance–premature return relationship. Additionally, these relationships were stronger when the use of practices was low. We discuss theoretical and practical implications, and offer suggestions for future research.     

The interaction of expatriate pay differential and expatriate inputs on host country nationals' pay unfairness

This study investigates expatriate compensation from the under-researched perspective of host-country nationals (HCN). HCNs are typically compensated at lower levels than expatriates are, even when they hold similar jobs and possess similar qualifications. Such pay differential may provoke HCN perceptions of pay unfairness, which can in turn affect other HCN outcomes such as performance and turnover. The study identifies a number of factors that may offset or attenuate the negative influence of pay differential on HCN's perceived pay unfairness, namely awareness of expatriate contributions and special needs, expatriate interpersonal sensitivity, HCN pay advantage over other locals, and HCN contact with expatriates. Data from HCNs working with similarly qualified expatriates largely supported the hypotheses. Implications, limitations, and suggestions for future research are discussed.     

Personal attributes of expatriate managers,subordinate ethnocentrism,and expatriate success: a host-country perspective

This study had two objectives. First, to establish the relative importance of expatriate managers' job knowledge, relational leadership skills, and cultural openness and adaptability for expatriate success from the perspective of host-country national subordinates, and to test whether these personal attributes are related to expatriate success criteria (expatriate work adjustment, subordinate commitment, subordinate job satisfaction, and unit performance). Second, to test whether host-country national subordinate ethnocentrism is related to expatriate work adjustment. Respondents were 129 host-country national subordinates of expatriate managers. Results showed that subordinates perceived all personal attributes as important and that all personal attributes were positively related to most of the success criteria. However, relational leadership skills was the most important personal attribute, and it was the crucial success factor for expatriate managers' unit performance. Subordinate ethnocentrism was negatively related to expatriate work adjustment. Practical implications and directions for future research are discussed.     

Researching expatriate types: the quest for rigorous methodological approaches

International talent flow is critical to meeting the needs for skilled human capital in global and multinational organisations and in developed and developing countries. Recent decades have witnessed a boom in research into long‐term skilled international mobility, especially the traditional category of international assignees, but also skilled immigrants and a relatively new expatriate type: self‐initiated expatriates. The upsurge in empirical interest has highlighted a number of issues relating to the way the research has been conducted. This article examines methodological issues associated with research into the three expatriate types and seeks to advise researchers on how future research can be conducted to improve the robustness of results. In this way, practitioners and policy makers may be able to make more use of the empirical evidence.     

A different perspective of expatriate management

Based on a total of 243 papers and theses published in Taiwan and the West, this study provides a different perspective on expatriation management. The investigation includes selection criteria, staffing, training, the female expatriate, the expatriate spouse, and international adjustment. Research reveals that there are similar core concerns, such as an expatriate's professional knowledge, personality, adaptability, and international adjustment. Context-specific concerns also emerge. Taiwanese companies care more about expatriates' personal skills and willpower compared to the West, where companies care more about an expatriate's past performance, adaptability, and spousal adjustment. As more and more resource conscious SMEs are moving to compete in the international arena, attending to their international management needs becomes a pressing issue. This study provides the form, as well as the essence of Taiwanese expatriation management, especially with FDIs based in Taiwan playing a crucial role in the recent economic development of Asia. Taiwan's past successful international expansion certified the value of its expatriation management, particularly under severe resource constraints. The findings of this study may have policy and practical implications for relevant parties and emerging economies.     

Australian expatriates in Thailand: some insights for expatriate management policies

Expatriates are critical to the navigation of an increasingly complex international business world and, as such, the demand for their skills, knowledge and experience, as well as their supply, needs to be better understood. Furthermore, the role of human resource policies is of key concern in ensuring the right people are chosen to represent companies in overseas locations, as is the provision of pertinent support policies, such as preparation for overseas assignments and cross-cultural training. The purpose of this research is to examine these issues with the focus on Australian expatriates in Thailand. A questionnaire survey was conducted of members of the Australian-Thai Business Council in Thailand, an association representing Australian expatriates, in 1999. The findings provide some insights for expatriate management policy, including the notable conclusions that the market for expatriates is changing and becoming more demanding and that the imperatives of the emerging global market for human capital require a much more structured approach to expatriate management development.     

Why executives fail abroad

Three areas of problem-origin cause an executive to fail abroad –these are discussed as well as the ramifications of such a failure on the executive, his company, and his country.     

Influences on expatriate social networks in China

This study applied social network theory to investigate the factors influencing expatriate social networks and the consequences of expatriate social networks in China. Based on analysis of 171 Taiwanese expatriates in China, this study found that core self-evaluations and extraversion are significant for expatriates in developing expressive and instrumental ties with host country nationals. Moreover, job autonomy assists expatriates in developing instrumental ties with host country nationals. The expressive and instrumental ties of expatriates with host country nationals are significant for overseas adaptation. Finally, instrumental ties with host country nationals are significant for expatriate job performance.     

Critical competencies and developmental experiences for top HR executives

This article describes the context and methodology used in formulating and validating a senior-level human resource competency model for professional development. The development and implementation of the architecture for the model, including the provision of various developmental tools and experiences, was undertaken by the Society of Human Resource Management, a professional association dedicated to the advancement of the human resource profession. The purpose of this effort is to specify benchmarks for professional competence building and to reposition the emerging role and processes associated with the human resource function in responding to the changing organizational and competitive challenges facing United States-based, multinational organizations. © 1996 by John Wiley & Sons, Inc.     

Personality in context: effective traits for expatriate managers at different levels

The purpose of this article is to assess how management level as a contextual factor interacts with personal characteristics in predicting expatriate performance. In particular, we focused on proactive personality (the individual’s disposition to change the organizational environment) and self-control (the individual’s disposition to change oneself to fit the organizational environment). Surveying 307 business expatriate managers in China, we hypothesized that in relation to work outcomes, the effect of proactive personality would be stronger for CEOs while the effect of self-control would be stronger for non-CEOs. We found both proactive personality and self-control to have favorable effects on our performance indicators: job performance, effectiveness, and time to proficiency. In line with our prediction, we also found the effect of proactive personality on job performance to be stronger for CEO expatriates while the effect of self-control on performance was stronger for non-CEO expatriate managers.     

Career coordination strategies among dual career expatriate couples

The combination of two trends common in working life – international work and a dual career situation – is challenging for both genders. In order to cope with the situation, international dual career couples have to be able to coordinate their careers. The purpose of this article is to identify how dual career expatriates view their career coordination strategies with their partners, and how these views differ between the genders. Semi-structured interviews were carried out among 39 expatriates on assignment who had a partner working, at least before the assignment. Our findings identify three career coordination strategies applied by dual career couples, and confirm gender plays an essential role in the formation of those strategies. Male expatriates predominated among the group adopting a hierarchical strategy and female expatriates predominated among the group adopting an egalitarian and a loose coordination strategy. Strategies also seemed prone to change over time. Companies should pay attention to both the career development of the partner and the relationship coping skills of the couple to maximize the chances of dual career expatriate assignments being successful.     

The psychological impact of expatriate relocation on partners

Abstract This paper reports upon a study of the psychological impact of relocation on partners of fifty-eight expatriate and repatriate managers. The study examined associations for several factors, namely company assistance, culture shock experienced, perceived cultural distance between home and host countries and personal factors, with partners' psychological adjustment to relocation. The most important positive predictor of psychological adjustment was found to be company assistance. Also, general support for a process of phases in psychological adjustment to relocation was found, although not following the postulated curve. Increased recognition of the importance of the factors examined here and their role in the process of psychological adjustment to relocation is recommended for expatriates and their organizations alike.     

Women and expatriate work opportunities in Austrian organizations

Previous research has indicated that female managers are still a minority among expatriate staff. As studies dealing with this topic from a European perspective are still more than rare, this study focuses on the situation of female expatriates in Austrian companies. After surveying the TOP 500 organizations and the largest banks, insurance and consulting companies in Austria, results showed that – although women are still under-represented in international management – among nearly one quarter of the respondents, women who have already succeeded in breaking through the glass ceiling of local management are also succeeding more frequently in getting postings abroad. Moreover, the limited representation of female expatriates was explained primarily by a general lack of female talent available for the functions which are relevant for international positions, second, by prejudices of host-country nationals towards female managers and, third, by a lack of interest shown by women in global assignments due to personal reasons. This paper reports on a questionnaire distributed to human resource managers and provides more insight into the subject of female expatriates. It begins by reviewing the literature dealing with women in international management before analysing the matter of under-representation of female expatriates from a different perspective and asking for the reasons why female managers are not sent abroad by Austrian companies. Then the research method is discussed before the findings are presented and their implications discussed in terms of future research.