Similarities and differences in employee motivation viewed by Korean and Japanese executives: empirical study on employee motivation management of Japanese-affiliated companies in Korea

This study examines similarities and differences in employee motivation management between Korean and Japanese executives of Japanese-affiliated companies in Korea, based on questionnaire surveys. The respondents' views of employee motivation factors were analysed, by contrast with motivational factors and hygiene factors (maintenance factors) developed by Herzberg. The survey results reveal that both Korean and Japanese executives realize the importance of employee motivation management, and that Japanese executives have a stronger awareness of it than Korean executives. Both recognize it for the sake of high corporate performance, employee job satisfaction and customer satisfaction. Seeing motivation factors: the majority of Korean and Japanese executives regard ‘wage and bonus increases’ as a strong motivational factor; ‘employment stability’ is recognized as a motivational factor by Korean executives; and ‘clarifying company policy and job objectives’ is the most important motivational factor to Japanese executives. Their views of these three factors are not consistent with Herzberg's theory. We also found a recognition gap between Korean and Japanese executives: ‘esteem and praise for job performance’ is a hygiene factor to Korean executives but a motivational factor to Japanese executives.     

The role of returnee executives in improving green innovation performance of Chinese manufacturing enterprises: Implications for sustainable development strategy

Environmental problems in China have attracted global attention. Grafting returnee executives' green resources to Chinese manufacturing enterprises is an effective way to solve China's sustainable development problems. This paper focuses on the impact of returnee executives and the heterogeneity of returnee and local executives on green innovation performance and the moderating effects of environmental regulation and managerial ties. The paper builds on data from 276 Chinese manufacturing enterprises. The results show that returnee executives tend to achieve sustainable development through green innovation. However, not all kinds of heterogeneity between returnee and local executives can promote green innovation performance. In addition, environmental regulation and managerial ties, as two important external moderation variables, have different impacts and different extents of impact on the relationship between returnee executives and four aspects (R&D, manufacturing, marketing, and management) of green innovation performance, that is, environmental regulation positively moderates the relationship between returnee executives and green manufacturing and management innovation performance but negatively moderates the relationship between returnee executives and green R&D and marketing innovation performance. These findings have clear management implications for Chinese manufacturing enterprises.     

Executive career advancement in career moves across employers: the role of organization-level predictors

This paper examines the career moves of executives between different organizations and looks at the characteristics of executives employing organizations as a predictor of the outcome of the moves. The paper uses a retained executive search firm's proprietary data set that contains information on the career paths of executives in the financial services industry. The results show that the perceived operational excellence of executives employing organization has a significant signalling power for other employers and strongly impacts the success of executives' moves across different organizations. The data also reveal that executives may use their employment spell at large-sized organizations that are perceived as excellent as a conscious career-building mechanism and accept smaller promotions to join such organizations.     

The role of executives in hostile takeover attempts

This paper proposes a two-stage game theoretic model where the discretionary power of executives acts as an implicit defense against hostile takeovers. Following managerial enterprise models, this paper analyzes the effects of discretionary power of target’s executives over R&D and advertising expenditures in defeating hostile takeover attempts. It is shown that in vertically differentiated industries, in equilibrium, target’s executives keep low level of R&D and advertising expenditures to make their firm an unattractive target for hostile takeovers. The model reveals that executives are influenced by their self-interest of monetary and non-monetary benefits and this self-interest makes the industry more differentiated.     

Regulating the Regulators

Abstract

Many countries are working on the realization of a new sort of public management, which is less governmental and more market oriented. As a consequence the role of health-care managers is changing. They are increasingly addressed as (social) entrepreneurs. This article is based on the results of a survey sent to Dutch health-care executives. The aim of the survey was to explore how the new discourse affects the practice of management. The results show that entrepreneurship is a construction and a contested concept. Nevertheless, executives are very sensitive to the concept. It certainly confuses them and can make them feel more vulnerable. However, new expectations can also perform an important function as a catalyst for executives to rethink their role and their position. From that point of view the phase of multi-interpretable expectations and vague discourse can be seen as a necessary phase in realizing health-care reform.     

Experimental evaluation of executive skills in an EU country

Corporate executives constitute the highest echelon of the managerial hierarchy, responsible for implementing the strategic plans and policies established by the board of directors on an operational basis. Often the inquiry about executive skills evolves around the search for managerial skills. Executive skills form a distinct category of skills; however, they are often conceived as a set of managerial skills. This article presents the results of an extended survey concerning executive skills based in empirical measurements among executives in Greece. International literature suggests a wide range of executive skills. Based on this, a list of 42 skills, divided into six categories, was created. This list was evaluated by 110 executives of the larger corporations in Greece. Using a structured assessment methodology, skills and categories were assessed and validated. Then, factor analysis was applied to these results and a set of 11 executive skills synthesized from this work. Findings are discussed and compared with those of other surveys, and topics for further research are set out.     

Understanding leadership skills of hospice executives

The healthcare industry is a rapidly changing environment requiring leaders to possess a high level of leadership skills. Leaders in the hospice industry have experienced the same level of change, but over the brief span of 25 years. With the aging of hospice executives and the dynamic environment of the hospice industry, the need for strong leadership is more important than ever. This research study reports on the perceived leadership skills of hospice executives and is a replication of an earlier study (Longenecker, 2006). All study participants were executives of organizations that participated in clinical and operational benchmarking activities at the national level. The study evaluated leadership skills using transformational leadership theory as the conceptual model by which leadership skills were measured. The results of the study identified that the participants perceived they displayed an ideal use of skills based on transformational leadership theory.     

Worse than others but better than before: Integrating social and temporal comparison perspectives to explain executive turnover via pay standing and pay growth

Organizations often pay greater salaries to higher‐ranking executives compared to lower‐ranking executives. While this method can be useful for retaining those at the organization's apex, it may also incline executives at the bottom of the pay pyramid to see themselves at a disadvantage and thus exit the firm. Naturally, organizations often want to retain some of their lower‐paid, but highly valuable executives; the question, then, is how organizations can reduce the turnover of lower‐ranking executives. By integrating social with temporal comparison theory, we argue that, when executives earn relatively less than their peers, more pay growth (i.e., individual pay increases over time) leads to less turnover. The results of our analysis, which covered almost 20 years of objective data on a large sample of U.S. top executives, provide support for our theory.     

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     

The reputation costs of executive misconduct accusations: Evidence from the #MeToo movement

In this study, we examine how sexual harassment accusations against executives affect the stock returns of the affiliated organization. Taking a reputation cost perspective, we identify 98 sexual harassment accusations during 2016–2019, of which 25 directly target organizational executives. We employ an event study methodology to detect abnormal stock reactions for the affiliated organization. The results indicate that #MeToo accusations substantially harmed the stock returns of the organization despite the accusation relating to an individual’s misconduct. We discover significant results only for executives who are employed at the parent organization. Therefore, we first provide evidence that misconduct by individuals matters for organizations. We demonstrate that executive misconduct becomes particularly relevant when the executive assumes a leading position at the parent organization. This finding has important implications for future research and practitioners.     

Human capital and the internationalisation of venture capital firms

We examine the neglected area of internationalisation by VCs. Using a representative sample of 195 VCs, we show that the decision of a European VC firm to invest internationally is driven by its human resources. Having more VC executives in general and more VC executives with previous international experience in specific, results in a higher probability of investing internationally. In contrast, more VC executives with experience in the VC industry or with an engineering background lead to a higher probability of remaining domestic.     

央企管理者来源对企业绩效的影响效果研究

本文将央企集团的高管作为研究对象,实证检验央企高管来源对集团绩效的影响,拟为央企集团经理人选聘的作用机制提供经验证据。研究发现:总经理岗位轮换与集团绩效的关系因继任情景不同,产生不同的结果。一方面,来自内部晋升的董事长会过度干预执行层的工作而导致企业绩效下降,这种情况在总经理岗位轮换的时候更为严重;另一方面,高管团队的稳定性对岗位轮换的总经理产生重要影响。因此,实施董事长轮岗制度,同时保证经理层的稳定性更有利于企业的发展。本文研究有助于深化认识央企高管晋升机制、高管变更的经济后果,并为国有企业高管聘任机制改革提供经验启示。     

Executives and shareholders: A shift in the relationship

This article suggests that a shift has developed in the ongoing relationship between executives and shareholders with shareholders gaining more power over executives. The power shift has been driven by institutional investors and hostile takeovers and is visible in changing patterns of succession. More executives are being dismissed for poor performance and are being dismissed more quickly following the onset of poor performance. Two potential negative outcomes are a decreased willingness of executives to undertake risky strategies and a decreased ability of executives to build long-term, trusting relationships with stakeholders, even when these actions would be beneficial to shareholders. © 1995 by John Wiley & Sons, Inc.     

Financial reporting fraud and CEO pay-performance incentives

Because prior studies find mixed results on the relation between CEOs’ pay performance incentives and a firm’s likelihood of financial reporting fraud, we restudy their relationship using innovative research methods. First, we concentrate on incentives from granting options rather than equity-based incentives. Second, we emphasize vested options, disregarding unvested option holdings, and take the logarithm transformation of option incentives. Third, we analyse the impact of option incentives on future financial reporting irregularities. Using this innovative approach as well as a full sample and a matched sample, we find that an increase in executives’ option incentives raises the likelihood of financial reporting violations. Moreover, the effect of option incentives on financial reporting fraud is moderated by auditor effort. In addition, we find that another proxy for the measurement of executives’ option incentives, namely, the number of vested options by executives, is highly correlated with the CEO’s vested stock option sensitivity.     

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

Diversity perspectives are philosophies of or approaches to diversity held by organizations, groups, or executives. They are important for organizations because they can determine the success or failure of diversity in the workforce. However, little is known about the predictors of diversity perspectives among executives. Using fuzzy set qualitative comparative analysis, we analyzed 50 interviews with top executives in Germany to identify individual and organizational characteristics that predict executives' adoption of a diversity perspective, in particular of a value‐in‐diversity perspective. Specifically, we analyzed gender, age, education level, vocational background, and tenure (individual characteristics), as well as size, sector of organization, and competitive environment (organizational characteristics), as potential predictors. We found single characteristics did not predict adoption, but configurations of characteristics did. Drawing on the person‐situation‐interactionist perspective, we developed specific profiles of executives likely to foster a value‐in‐diversity perspective and identified characteristics of their work environments that support such an approach. Theoretical and practical implications are discussed.     

Technology transfer executives' backwards integration: An examination of interactions between university technology transfer executives and principal investigators

This paper examines interactions between technology transfer office (TTO) executives and publicly funded principal investigators (PIs) within the university. Although both actors make important contributions to value creation at the base of the triple helix, their identities remain under development and their interactions have been the subject of little if any empirical inquiry. Drawing on identity transitions and role boundaries, we suggest that PIs’ forward integration in the innovation process and the persistence of strong role boundaries with TTO executives hinders the value-creating potential of their interactions. To examine this issue we study how TTO executives surmount role boundaries to secure effective engagement with PIs. Based on 42 interviews with (15) TTO executives and (27) PIs in New Zealand our results make a number of contributions. For literature we find that TTO executives are leveraging shared ties with funding agencies to offer assistance in the preparation of PIs’ grant applications. Specifically, our findings indicate that TTO executives are probing deeper within the university and becoming more valued at the input side of the value chain as a key intermediary between university and funding bodies than between university and industry. Notably, we find this backward integration by TTOs is timely given PIs’ perceptions that TTO executives have difficulties mastering capabilities related to their more recognized expertise in market validation, business development and industry connectivity. We discuss the implications of these findings for practice, none more so than the challenges they present for the identity work of TTO executives at the micro-foundations of the triple helix.     

Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China

This paper examines the differences in perceptions of the importance and effectiveness of human resources (HR) practices in firms operating in the People's Republic of China. The major finding is that while there are no significant differences between HR and line executives' perceptions of the importance of each functional area in human resource management (HRM), there are significant differences between line and HR executives' perceptions of the effectiveness of these areas. Line and HR executives both view the issue of securing, developing and maintaining human resources as a critical issue for the execution of daily operations and long-term strategic plans. However, line executives perceive HR performance effectiveness as significantly lower in these functional areas than HR executives do. Therefore, HR departments are not meeting the performance expectations of line executives. There are three possible reasons for the poor performance of HR departments. First, government intervention may limit HR departments' ability to act strategically. Second, HR departments may not have enough power to act strategically. Third, HR departments may have few capabilities to respond to line executives' demands.     

Multi-level considerations in executive organizational transfer

Although executive mobility has been the subject of considerable scholarly attention, its drivers and outcomes remain conspicuously under-explored and under-theorized, despite anecdotal evidence that board members, employees, shareholders, customers, suppliers, policy-makers, and media pundits all closely track and critically assess the movement of executives. Cognizant of the disconnect between the perceived importance of executives by stakeholders and the relative lack of explanatory frameworks, this paper takes important steps to identify and define the challenges associated with executive organizational transfer (EOT). Our multi-level analysis of EOT enhances and extends human-capital theory by building an explanatory model for the manner in which stakeholders' beliefs about the transferability of individual-level and firm-level reputation, attractiveness, and power impact the inter-organizational movement of executives. Critical to this process is the moderating effect of political skill, which executives can employ to manage the complex web of stakeholder relationships. Our framework offers a much-needed integration of the varied mechanisms that influence successful or unsuccessful EOT and offers a roadmap for future research.     

母子公司间高管纵向兼任与上市公司资本配置效率

已有研究主要基于母公司或控股股东等委托方利益视角,形成了对纵向高管兼任治理效应的认识。但这种假定忽视了兼任高管作为独立利益主体的利益诉求与私利动机对治理效应的影响。本文基于兼任高管所代表不同利益主体的视角,分析并检验母子公司间高管纵向兼任对上市公司资本配置效率的影响。研究表明,当母子公司间兼任高管代表母公司利益时,母子公司间高管兼任会通过降低子公司代理成本发挥监督效应,进而提升上市公司的资本配置效率;但是当兼任高管代表子公司利益时,母子公司间高管兼任并未发挥治理效应,甚至存在母子公司间高管兼任的上市公司中,代表子公司利益的高管兼任会将争取超额资金异化为寻租渠道,进而降低上市公司资本配置效率。本文将扩展对高管纵向兼任治理效应的理论解释,丰富上市公司资本配置效率决定机理的研究,对完善母子公司结构下的治理机制具有一定的启示意义。     

女性高管、过度投资与企业价值的关系研究

以2005—2012年我国A股上市公司为样本,对上市公司女性高管、过度投资以及企业价值之间的关系进行实证检验,结果表明：上市公司女性高管会对企业价值产生正向影响,且女性高管对上市公司的过度投资行为具有一定的抑制作用;上市公司女性高管对企业价值的提升是通过抑制企业过度投资实现的。