Generalized vs. specific locus of control expectancies of chief executive officers

Hodgkinson (1992) recently advocated in this journal that measures of generalized control expectancies, such as the well known Rotter I-E scale (Rotter, 1966), are not suited to study the relationship between the locus of control beliefs of Chief Executive Officers (CEOs) on the one hand and strategic, structural and performance variables on the other hand. According to Hodgkinson (1992) a more specific scale, measuring strategic control expectancies, should be used in future research. We argue and empirically illustrate that such a methodology will not lead to interesting research results in the ‘strategic leadership’ domain. More specifically, measures of firm-specific control expectancies are likely to be influenced by the CEO's perception of the situational context of the firm and are therefore not indicative of fundamental personality differences between CEOs. Consequently, such measures cannot give an answer to the basic research question whether and why the personality of CEOs plays an important role in explaining organizational behavior and performance.     

US communications policy making: The results of executive branch reorganization

Taking into consideration President Carter's campaign commitment to streamline the federal bureaucracy the authors analyze the reorganization of US government authority in the area of telecommunications policy. They discuss potential problems to result from the new organization, and how it is designed to eliminate controversies which arose over the previously existing agencies.     

Labour process analysis and socio-technical design: living apart together?

Here the authors explore how the labour process approach and the socio-technical approach can be used in the process of design and redesign of production organizations. The implications of both approaches are looked at in several cases of work reorganization in Rotterdam harbour.     

The influence of executive cognition on competitive dynamics

Prior competitive dynamics research has drawn on theories of information processing to model the subjective antecedents of executives' retaliation choices. This prior work has made great progress in developing our understanding of the retaliation choices most firms will make to a given type of attack. What the information processing perspective has not been able to do is explain firm‐specific behavior to predict which competitive moves individual firms will challenge, or explain why individual firms differ in the types of actions that they are most likely to challenge. The goal of this paper is to sharpen the theoretical and empirical focus on predicting firm‐level retaliation proclivities. We leverage managerial cognition research to examine the relationship between firm‐level differences in the cognitive frameworks that executives possess, and firm‐level differences in whether and how quickly firms challenge a market move. Results from a longitudinal study of the airline industry suggest that the addition of a cognitive perspective provides important insights into competitive retaliation. Copyright © 2010 John Wiley & Sons, Ltd.     

建筑工程合同的行政监管

章论述了建筑工程合同行政管的必要性，通过合同行政监管主体和客体的分析，探讨合同行政监管的手段与方法。     

US telecommunications policy in the executive branch: The OTP and reorganisational alternatives

The author presents a critical assessment of the requirements of the government in telecommunications. He analyses the successes and failures of the Office of Telecommunications Policy, examines its relationships with other federal agencies, and describes the tradeoffs implicit in several of the alternatives available to it. The author concludes with recommendations for restructuring telecommunications policy in the new administration.     

Chief executive compensation: A study of the intersection of markets and political processes

A model of the determinants of chief executive (CEO) compensation is presented and tested. Based on a sample from the leisure industry, the study finds that CEO pay has complex links to several factors: firm size, complexity, performance, CEO power, board vigilance, and the CEO's human capital. The study includes a separate examination of CEO salary and bonus, as well as a test of pay determination across McEachern's (1975) ownership categories.     

The senior marketing executive in South African industrial companies

A study was undertaken among 44 of the top hundred companies in South Africa during 1983. The “average” Industrial company has a marketing department. Its marketing executive sits on the board of directors. He/she has a bachelors degree and over 10 years experience, has a limited financial role in the organization but has a large production planning role. The most important tasks of the marketing function are advertising, public relations, pricing, and selling.     

论保持党员先进性教育与执政能力建设的关系

中央关于开展党员先进性教育的决策，非常正确，非常及时，符合时代的需要。党的先进性是党的生命所系、力量所在，关系到党的执政地位的巩固，关系到党的执政使命的完成。改革开放以来，特别是向社会主义市场经济体制转变以来，我们党所处的内外环境、所肩负的历史任务以及党员队伍的现状．都发生了深刻的变化。中央决定在全党开展先进性教育活动，     

The role of technical expertise in firm governance structure: evidence from chief financial officer contractual incentives

We provide evidence that the presence of technical expertise in firm governance structure reduces reliance on contractual incentives to control the potential agency problem for executives whose responsibilities require specialized knowledge. Specifically, we find that firms with financial expertise in the form of a board finance committee, or a chief executive officer with a financial background, tend to use lower levels of incentive‐based compensation for their chief financial officers. Our findings suggest financial experts provide stronger oversight and/or direction with regard to firm financial policies and strategies, thereby allowing firms to reduce reliance on incentive compensation. Our study provides insight into the role of technical expertise and board committees in firm governance, and into the benefits of common functional expertise within top management teams. Copyright © 2010 John Wiley & Sons, Ltd.     

Fight or flight: managing stigma in executive careers

We examine the labor market consequences borne by executives who remain at financially distressed firms relative to those who flee to another employer to avoid the stigma of failure. Our study makes two contributions. First, we document an ex ante dimension of executive labor markets unaccounted for by ex post settling up models. Specifically, we show that executives who ‘jump ship’—change employers in the two years prior to the failure—suffer fewer labor market consequences than their counterparts who remain with the failing firm. Second, we extend the study of bankruptcy stigma to examine how stigma might be managed by jumping ship. Copyright © 2007 John Wiley & Sons, Ltd.     

Planning executive succession: The effect of recruitment source and organizational problems on anticipated tenure

This study examines the anticipated tenure of the chief executive officer (CEO) from the incumbent's point of view. An analysis of approximately 1500 questionnaires returned by corporate presidents reveals that anticipated tenure is generally little affected by whether the CEO is recruited from within or from outside the organization. However, under conditions of formalized succession planning and when confronted with specific problems, such as modernizing operations, mandates to increase sales and merger operations, there exist differences in anticipated tenure between inside and outside recruited CEOs. These differences are discussed in terms of their implications to corporate level succession planning.     

Bank performance and executive compensation: a managerial discretion perspective

This study investigates how the relationship between bank performance and executive compensation is affected by the degree of an executive’s managerial discretion. Managerial discretion is captured by two industry-specific attributes: a bank’s strategic domain, and its regulatory environment. Executive compensation is found to be more related to bank performance in a context of high managerial discretion than in a context of low managerial discretion. © 1997 by John Wiley & Sons, Ltd.     

A decade of corporate women: some progress in the boardroom,none in the executive suite

This study examines the extent to which women have circumvented the glass ceiling by empirically examining whether there has been an increase in women’s representation on corporate boards and CEO positions over the 10‐year period from 1987 to 1996. Results indicate greatly increased representation on corporate boards. There is, however, no evidence of progress in, or towards, the CEO suite. Moreover, there is no evidence of that circumstance abating in the next several years. The number of female inside directors, an intermediate, and requisite, position in the succession to CEO, is astonishingly small, only 0.006 percent. Notably, there has been no increase in that proportion over the last decade. Copyright © 1999 John Wiley & Sons, Ltd.     

Determinants of executive beliefs: comparing functional conditioning and social influence

Executive beliefs influence strategic decision making in organizations, and thus they ultimately influence organization performance. The factors that might determine upper‐echelon executive beliefs, however, have received scant empirical attention; certainly, little is known about their relative influence. In contrast to the oft‐asserted influence of functional experiences, our results indicate that beliefs held by upper‐echelon executives are better explained with an alternate theoretical model based on social influence. Our pattern of results indicates support for the argument that beliefs are socially reproduced through interaction among executives. Copyright © 1999 John Wiley & Sons, Ltd.     

The effects of the chief technology officer and firm and industry R&D intensity on organizational performance

Between 1993 and 2013 the number and power of CTOs increased; as indicated in the percentage of firms with CTOs, their increasing presence on boards, their compensation relative to their CEOs, and compensation relative to other highly compensated executives. Firms which pursue an aggressive technology strategy (powerful CTO, high R&D spending) in industries in which technology is a critical contingency have well above normal market adjusted returns while those which pursue that strategy in industries in which technology is not critical have well below normal returns. These results empirically confirm longstanding, untested assumptions in the field of technology management. Moreover, the effect of R&D expenditures on firm performance is contingent on the degree to which technology is a critical contingency in the industry and on the power of the firm's CTO. These findings may explain the mixed results of past studies of the effects of R&D expenditure on firm performance. A model which integrates its own insights with those of earlier work on CTOs, R&D expenditures, firm strategy, and firm power dynamics is presented and supported.