Family ownership,corporate governance,and top executive compensation

In this study we investigate how top management pay is determined in a family firm environment where even listed firms are effectively controlled by a single individual or a single family. Using data from Hong Kong, we find that executive directors' pay is reduced if the directors have substantial stockholdings. Moreover, pay is related to profits but not to stock returns. Our results are consistent with external blockholders and independent non‐executive directors persuading firms to base top management compensation on a firm's profitability. Copyright © 2006 John Wiley & Sons, Ltd.     

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.     

Supply chain management executives in corporate upper echelons

Supply chain strategies and their implementation have been recognized as a source of competitive advantage. According to the principle “structure follows strategy”, we expect the number of firms having supply chain management (SCM) functions represented on their top management team (TMT) to have increased in the past years. However, little is known about the degree to which executives responsible for SCM functions (i.e., Chief Supply Chain Officers) are present or absent in TMTs and if their presence is related to firm performance. Therefore, we study the TMTs of large US corporations and show that SCM is present in upper echelons, either through executives whose responsibilities explicitly include SCM or indirectly by executives, especially CEOs, who had acquired SCM experience in their previous positions. However, firms׳ operating margins are lower when a Chief Supply Chain Officer is present in the TMT.     

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.     

Executive stock option compensation: The corporate reporting decision

New regulations instituted in 1992 by the SEC require that estimates of the values of executive stock option grants now be included in proxy statement reports on senior executive compensation. We examine the character of firms' reporting choices under the new rules, from a large sample of the first round of proxy statements issued. We find that the majority of firms have elected a reporting approach that provides little additional information to investors, and appear at least in part to have done so because the alternative approach would have caused them to report above-average stock option compensation amounts for their executives.     

Ethnic diversity on top corporate boards: a resource dependency perspective

This paper examines the presence of ethnic minority (EM) directors on FTSE 100 company boards, following the 2003 Higgs Review, which strongly recommended that more efforts should be made to find talented non-executive directors with diverse backgrounds, including EM individuals. The 20 companies with EM directors are significantly more likely than other boards to have higher market capitalization, a larger workforce and a larger, more independent and gender-diverse board. Their sectors are banking and life assurance, media, pharmaceuticals, energy, chemicals, mining, telecoms, and food and beverage production. The 27 EM directors hold 28 seats, representing 2.4 per cent of all FTSE 100 directorships, almost the same as in 2001, indicating little impact of the 2003 Higgs recommendations. Next, drawing on resource dependency theory, this paper considers the human and social capital of EM directors. They have high levels of human capital, particularly advanced education and considerable social capital from connections to important resources. Even executive directors provide links to public bodies and community influence. Boardroom expertise and linkages acquired through these appointments fit well with challenges faced by companies in the sectors where EM directors have been appointed, particularly relating to globalization, post-colonialism, increased regulation, importance of CSR, reputation, learning and increased connectedness, supporting the resource dependency explanation.     

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?     

Leading corporate sustainability: The role of top management team composition for triple bottom line performance

Sustainable development at the corporate level requires balancing social, environmental, and financial performance goals. Achieving such “triple bottom line” (TBL) performance is a very challenging task. In this study, we explore the role the organization's top management team (TMT) plays in leading their organization towards corporate sustainability. We focus on how two distinct aspects of the TMT's structural composition—the presence of a “chief sustainability officer” (CSO) and the TMT's functional diversity—affect the organization's ability to reach high levels of TBL performance. We follow the presence of 22 global energy companies in Corporate Knight's “Global 100” sustainability index for a period of 11 years and find that, surprisingly, the presence of a CSO does not boost TBL performance. However, we do find a positive effect for TMT functional diversity, suggesting that more diverse TMTs are better able to lead their organization to higher levels of TBL performance.     

The compensation of top managers and the performance of Italian firms

This paper examines one of the most studied aspects regarding the compensation of top managers: the relationship between remuneration and corporate performance. The principle research objective is to find evidence of this correlation in Italian companies. Based on a sample of 145 Italian companies listed on the Milan Stock Exchange, as analysed during the period between 2004 and 2009, the research findings do not demonstrate a link between company performance and the pay of top managers. Another empirical result that should be highlighted is the presence of a greater correlation between rate of pay and company size, in terms of stock turnover, which demonstrates the likely presence, at least in certain situations, of a dimensional premium that is to the benefit of the managers of larger companies. This research project evidences empirical results in the Italian context that support the findings of the most important international literature on the subject, as regards the absence of a connection between the compensation of managers and the performance of their firms.     

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.     

CEO compensation, shareholder rights, and corporate governance: An empirical investigation

We investigate whether CEO compensation is influenced by the strength of shareholder rights. Our evidence reveals that CEOs of firms where shareholder rights are weak obtain more favorable compensation. It is also found that higher CEO pay is associated with a higher degree of potential managerial entrenchment. Additionally, CEOs of firms with governance provisions that offer them protection from takeovers enjoy more generous pay. We also examine the change in CEO compensation relative to the change in shareholders' wealth. The evidence shows that when there is an increase in shareholders' wealth, the CEO is able to obtain higher incremental compensation when shareholder rights are weak. On the contrary, when shareholders' wealth falls, there is no corresponding decline in CEO compensation when shareholder rights are weak. Given the empirical evidence, we argue that CEO compensation practices reflect rent expropriation rather than optimal contracting.     

Philanthropy,social capital or strategic alliance? The involvement of senior UK business executives with the voluntary sector and implications for corporate fundraising

Although corporate fundraising is popular there has been very little discussion in the voluntary sector literature of its context. Using questionnaire data from senior executives representing one‐third of the FTSE350 companies, and in‐depth interviews with a number of top level business men, this paper reports the first UK survey of the personal involvement of senior executives with charities, voluntary and community organisations,[Walker, C. and Pharoah, C. (2000) ‘Making time for charity: A survey of top business leaders' involvement with voluntary organisations’, Charities Aid Foundation, Kent.] and pinpoints messages about corporate involvement which may help fundraisers develop corporate fundraising strategies. The data give the first indications of how many of the UK's top business executives give time to charity, how much time they give and what they do. It also addresses what there is to gain for and from the charity, the senior executive and their company. The results present a picture of widespread and enthusiastic involvement of senior executives with the voluntary sector; a picture of both a deep personal commitment and of a strong sense of corporate benefit. The survey also raises several important issues and implications for corporate fundraising: should charities be doing more to attract top executives into an active relationship with them? How can they do this? What are the pros and cons of an alliance between corporate figureheads and charitable organisations; how might this relationship be viewed by the public; and how might it best be managed? This paper draws on the results of the survey to illustrate and discuss these issues. Copyright © 2002 Henry Stewart Publications     

社会责任报告中的环境信息披露

本文以中国百强企业社会责任报告为研究对象,采用指数法,通过构建既遵从国际规范又符合中国实际的评价指标体系,对上述企业报告中环境信息披露的完整状况进行详细分析,全方位探寻这些企业报告中环境信息披露的现状和存在的问题.结果表明:①百强企业社会责任报告的发布水平一般,而环境信息披露总体水平较差,且两者与发达国家相比在数量上和质量上都有明显差距,因此从国家层面发布更权威的信息披露指南、加强企业的社会责任意识与环境管理意识已经迫在眉睫;②总体上看,环境相关行业(高耗能和重污染行业)的环境信息披露水平要优于环境非相关行业,民营企业的环境信息披露水平要略优于国有企业;③定量指标披露状况差是研究对象中普遍存在的一个通病,由此反映出,我国企业的环境管理还有很大的提高空间;④在我国体制下,政府对企业管理要求的高低对企业行为具有重要影响.动员社会力量,努力营造一种强大的社会压力机制,将是提高我国环境管理有效性的最重要手段.     

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.     

论企业形象及其塑造途径

文章认为,良好的企业形象已成为企业生存与发展的重要条件,充分认识企业形象的作用及其构成因素,并探讨其塑造途径,对于增强企业竞争力、促进企业可持续发展具有重要的意义。     

论企业形象及其塑造途径论企业形象及其塑造途径

文章认为，良好的企业形象已成为企业生存与发展的重要条件，充分认识企业形象的作用及其构成因素，并探讨其塑造途径，对于增强企业竞争力、促进企业可持续发展具有重要的意义。