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1.
The field of career studies is increasing in prominence and relevance for modern life in general and working life in particular. CEOs’ careers, especially, have received growing attention because their impact goes far beyond their personal sphere. Not surprisingly, this topic has been at the intersection of multiple literatures. In this introduction for the special issue on CEOs’ careers, we first review the different perspectives in studying CEOs’ careers, and then offer several directions to integrate those multiple perspectives. The articles in this special issue not only provide us with comprehensive new knowledge on CEOs’ careers, but also represent valuable examples of how to integrate different perspectives on this topic. © 2016 Wiley Periodicals, Inc. 相似文献
2.
The language that signals conformity to a prevailing norm can contribute to the appearance of managerial competency and organizational legitimacy. We argue that top corporate managers’ use of language that is congruent with a prevailing norm leads the boards of directors to evaluate the managers more favourably and to grant a higher level of compensation. We test this argument by analysing the letters to shareholders from 334 US firms and examine the CEOs’ expression of the shareholder value principle, which is a prevailing model of corporate governance in the USA. We found that the use of shareholder‐value language is significantly related to a higher level of CEO compensation and that the effect of shareholder‐value language is greater when shareholder activism is stronger. 相似文献
3.
We sample CEOs of the 2005 S&P 500 corporations to look at the relationship between experience in the CEO position of a different firm and the post‐succession financial performance of the firm that they currently lead. We find that experience in the CEO position is negatively related to firm performance. CEOs who directly move to their current CEO position from the previous one and those with job‐specific experience in the same or related industry or at the helm of a previous company similar in size to the current one are associated with significantly lower post‐succession performance than those without prior CEO experience. The results contribute to the literatures on CEO succession, the performance effect of job‐specific experience, and the transferability of human capital. © 2014 Wiley Periodicals, Inc. 相似文献
4.
Firms appoint CEOs with different types of human capital in order to manage resource dependencies. How CEOs are compensated thus can be conceptualized as a valuation process of how boards view the value of CEOs' human capital. Two types of human capital – international experience and political ties – have emerged as potential drivers of CEO compensation during institutional transitions. But how they impact CEO compensation has remained unclear. We develop a resource dependence‐based, contingency framework to focus on the external and internal factors that enable or constrain human capital to impact CEO compensation. Because of the tremendous regional diversity within China, externally, we focus on the level of marketization of the region in which firms are headquartered. Internally, we pay attention to two corporate governance mechanisms: politically connected outside directors and compensation committee. Data from 10,329 firm‐year observations at 94 per cent of listed firms in China largely support our framework. Overall, our study contributes to resource dependence research by extending this research to the context of institutional transitions with a focus on how human capital impacts CEO compensation. 相似文献
5.
George S. Benson Marshall Pattie 《International Journal of Human Resource Management》2013,24(9):1636-1653
This study examines the impact of expatriate assignments on career growth and the external marketability of US employees of a large professional services firm. We use survey and archival data to compare expatriates currently overseas, repatriates, and domestic US employees on compensation, recent promotions, and external recruiting contacts. We then examine how actual pay, promotions, and external recruiting influences anticipated salary growth within the firm and external employment opportunities. We find that despite little or no impact on their current careers, employees with overseas work experience perceived greater internal and external opportunities than domestic US employees. Implications for managers and researchers are discussed. 相似文献
6.
Marc Kowalzick;Jan-Philipp Ahrens;Jochim G. Lauterbach;Yi Tang; 《Journal of Management Studies》2024,61(5):1985-2032
As a well-studied executive bias, CEO overconfidence usually has negative connotations – although empirical evidence of its performance effects remains inconclusive. By theorizing on CEO overconfidence in a turnaround situation, we propose that CEO overconfidence can either help or hinder turnaround performance, depending on whether the overconfident CEO is the incumbent who steered the firm into dire straits, or a successor hired during decline. Our empirical findings suggest that overconfidence in an incumbent CEO damages turnaround performance; replacing overconfident incumbents improves turnaround performance and overconfident successors hired during decline enhance turnaround performance. Exploratory post-hoc analyses further suggest that these effects are driven by the divergent ways in which overconfidence biases incumbent and successor CEOs’ assessment of organizational decline. Comprehensive implications for research and practice on CEO overconfidence are discussed. 相似文献
7.
How have the CEOs of Fortune 100 companies worked their way to the top position? Are there several paths to the top, or have most present‐day CEOs moved up the ranks in a similar fashion? We examine the employment trajectories of all of the current Fortune 100 CEOs across their entire working careers to answer these questions. The analysis developed in this article is carried out in two steps. We first use sequence analysis to find the patterns that are characteristic of the career paths of these CEOs . We then apply clustering techniques to identify distinct groups of career paths that have led individuals to the uppermost management level. Our results show that the careers of the Fortune 100 CEOs have largely followed traditional career paths that are symbolized by steady progression toward more responsibility, little mobility between firms and industries, and a strong focus on general management functions. © 2015 Wiley Periodicals, Inc. 相似文献
8.
Star employees are highly sought after by competitors and thus more likely to move from one company to another. However, not all the factors related to stardom are as mobile as the stars themselves. We argue that while simply possessing star status leads to increased movement, differences in the attributions of human capital and value appropriation will also influence a star's movement to competing firms. To test this, we analyzed the careers of 695 security analysts over a 10‐year period. We found that while stars are more likely to move to competing firms than nonstars, the difference in movement between stars and nonstars decreases as the status of their current firm and their tenure increases. 相似文献
9.
财务型CEO是近来企业选择CEO的新趋势,但目前鲜有研究这一类型高管在哪种形式下继任才能得到好的继任效果。聚焦2015—2018年A股国有上市公司CFO继任CEO的变更事件,使用FSQCA的模糊集定性比较分析法研究CFO对CEO的继任形式和继任效果。研究发现,有三种CFO的继任形式将产生良好的继任效果,即监督扩张式、合作继承式、替换预防式。有两种继任形式将产生糟糕的继任效果,即替换风险式、替换代理式。研究表明,CFO的财务职业经历要成为绩效优势,依赖于前任CEO留任交接安排与财务特征组合而成的继任形式,它们作为不同的路径为财务型CEO取得良好的继任效果提供了便利。 相似文献
10.
人力资本价值与企业高管薪酬模型探讨 总被引：3，自引：0，他引：3
随着经济全球化及知识化进程的加快,人力资本管理理念已逐步引入到国内企业中,相应地管理水平也得到了提升。高层管理者作为企业的核心人力资本,其薪酬问题成了众人关注的焦点。虽然已有很多学者对高管薪酬的结构和制定依据等问题进行了研究,国内企业在这些方面仍存在一些不足。笔者从人力资本价值的角度出发,对人力资本价值实现过程与薪酬之间的内在联系进行分析,并据此构建了相应的高管薪酬模型。 相似文献
11.
人力资本已成为企业绩效的利润杠杆,但不同类型的人力资本具有不同的特点,具有不同的投资价值,因此企业必须考虑不同的人力资本特点,采取适当的投资策略才能使企业获得更高的人力资本回报,实现可持续发展。 相似文献
12.
Peter J. Holland Peter J. Dowling Peter A. Innes 《Asia Pacific Journal of Human Resources》2001,39(3):41-58
Against a background of much debate and controversy, CEO compensation continues to increase at twice the rate of average weekly income in Australia. This paper first critically analyses the criteria upon which CEO compensation is established, and the policies which have facilitated the increasing divergence between CEO compensation and that of the rest of the workforce. Second the paper investigates the relationship between CEO compensation and organisational performance across a diverse range of listed Australian companies over an II‐year period. The results from this study indicate there is a very weak positive relationship between CEO compensation and organisational performance. Third, the paper explores emerging issues and trends in the ongoing refinement of the relationship between CEO compensation and organisational performance. 相似文献
13.
There has been much controversy concerning the relationship between outside CEO succession origin and firm performance. Some scholars take the organizational‐adaptation view to highlight the benefits of outside succession; yet others adopt the organizational‐disruption view to pose the selection of an outsider CEO as a disruptive and disadvantageous event for organizations. In this study, we develop an integrated multilevel framework that reconciles these opposing perspectives and examines the conditions under which the benefits of outside CEO succession outweigh the costs. Data from 109 CEO succession events in large international firms show that the performance advantages of outside succession materialize when the new CEO: (a) socio‐demographically resembles incumbent executives, (b) possesses a variety of experience, and (c) is hired by a well‐performing firm operating in a munificent industry. Overall, our research demonstrates that the performance implications of new CEO origin should not be considered in isolation, but in interaction with multilevel characteristics. 相似文献
14.
在我国转型经济和独特的制度背景下,以2009—2019年我国深沪两市A股上市公司数据为样本,对CEO任期与企业融资约束之间的关系展开实证研究,发现CEO任期长度对企业融资约束具有负向作用。进一步按照股权性质、产品市场竞争、CEO年龄将样本进行分组,发现CEO任期对企业融资约束的负向作用在非国有企业、产品市场竞争较强、年长CEO的样本组内更显著。研究成果有助于企业依据不同情境合理配置和发挥CEO职能,也为政府部门和金融机构制定和完善缓解企业融资难的相关政策提供了经验依据。 相似文献
15.
The human capital of a firm as manifested by employee knowledge and experience represents a key resource of a firm's capabilities. Prior empirical studies have found that firms composed of high levels of human capital experience superior firm performance. Human capital theory proposes that an individual's general or firm‐specific human capital is positively related to compensation. However, empirical studies examining firm‐specific human capital's association with higher employee compensation have been inconclusive. The current study proposes that firm‐specific human capital be categorized as task‐specific and non‐task‐specific. Employees accumulate task‐specific human capital through duties conducted in their current position. Non‐task‐specific human capital represents experiences gained in prior positions to an employee's current job within the firm. Utilizing human capital data from 38,390 employees representing 76 firms in the IT sector, this study examines the association between forms of human capital and employee compensation at different levels of firm productivity. Results show that task‐specific human capital is associated with higher employee compensation. In addition, firm productivity moderates this association. 相似文献
16.
本文认为21世纪的竞争,将是人才的竞争、科技的竞争,为此,我们必须树立以人为本的思想观念,重视人力资源开发工作。而人力资本作为一种活的资本形式,与物质资本有着许多质的差异,其运营也必然有所不同。理论和实践已经证明,人力资本是经济发展的根本源泉,人力资本的有效运营是推动企业快速发展的重要手段。企业要追求最高的投资绩效,必须将人力资本运营放在企业管理的核心位置。 相似文献
17.
CEO作为公司战略决策制定和执行的核心人物,其继任模式对战略变革的影响一直是学术界关注的热点课题。本文回顾CEO继任研究发展及CEO继任模式与战略变革关系的研究。 相似文献
18.
Kristina Mäkelä Vesa Suutari 《International Journal of Human Resource Management》2013,24(5):992-1008
Global careers, typically defined as involving multiple international relocations including various positions and assignments in several countries, have recently received increasing research attention. This interest is driven by a growing corporate need for managers who are able to deal with global integration and co-ordination in large multinational corporations. An important aspect of the competency of a global manager is his or her social capital, i.e. the network relationships he or she possesses. However, while the concept of social capital has been widely used in a number of research fields recently, it has received relatively little attention thus far in the IHRM context. This paper contributes to this research gap, and seeks to answer the empirical research question of how multiple international relocations affect the social capital of a manager. Our qualitative interviews of 20 Finnish MNC managers with global careers identified that such careers represent a ‘social capital paradox’. Global careers are characterized by a broad and diverse network of both internal and external ties. This breadth and diversity relate to (1) the managers' internal contact networks of weak ties (2) their internal support networks of strong ties and (3) their external networks of both strong and weak ties. These typical characteristics represent three major social capital paradoxes in the sense that they carry both significant social–capital-related benefits as well as potential risks. 相似文献
19.
Christopher M. Harris Patrick M. Wright Gary C. McMahan 《Human Resource Management Journal》2019,29(2):162-180
Empirical work on human capital has tended to focus on the direct effects of human capital on performance, whereas little attention has been paid to behaviours through which human capital influences performance. This study uses the “human capital emergence” model to examine relationships among human capital, social capital, coordination, and performance over a 2‐year period of time. Findings indicate that human capital, social capital, and coordination each influence performance. Human capital and social capital also positively predict coordination. Lastly, coordination mediates the relationships between human capital and performance and social capital and performance. 相似文献
20.
Alessandra Rigolini Patricia Gabaldon Eskil Le Bruyn Goldeng 《Scandinavian Journal of Management》2021,37(1):101138
The replacement of the CEO is one of the first actions a troubled company may take to recover from a critical situation. In this paper, we analyze the change in firm risk and firm risk perception when women are replacing men as CEOs of troubled companies. The analyses are based on a comprehensive dataset covering all registered companies in Norway from 2005 to 2014. We argue that a new woman CEOs increase the chances of improving the risk situation of troubled companies. Building on CEO succession and social identity theories, we study the firm risk situation under the lenses of risk perception and firm risk, and we find that a newly appointed woman CEO, following a man, tend to decrease the level of risk of the company. Furthermore, we find counterbalancing effects on these changes given the moderation effect of women on the board. 相似文献