CEO duality and firm performance: A contingency model

Several studies have addressed the CEO duality-performance relationship, with inconsistent results. This paper proposes that these inconsistencies can be resolved by integrating agency and stewardship perspectives on duality. Using data from 192 firms in 12 industries, both the direction and magnitude of the duality-performance relationship was found to vary systematically across Dess and Beard's (1984) environmental dimensions. These results provide partial support for both agency and stewardship perspectives.     

The Coevolution of the Real and Financial Sectors in the Growth Process

The role of debt and equity changes over time and with the levelof development. What are these changes, and why should theysystematically occur across different countries and time periods?This article characterizes financial innovation as a dynamicprocess that both influences and is influenced by the developmentof the real sector. It focuses on the emergence and developmentof equity markets, using a model that allows for growth andfor capital accumulation that is financed externally througha combination of debt and equity. As an economy develops, theaggregate ratio of debt to equity will generally fall; yet,debt and equity remain complementary sources for the financingof capital investments. The results suggest how various governmentpolicy actions might affect capital accumulation and equitymarket activity.     

Using meta‐analytic structural equation modeling to advance strategic management research: Guidelines and an empirical illustration via the strategic leadership‐performance relationship

This paper demonstrates how meta‐analysis can be combined with structural equation modeling (MASEM) to address new questions in strategic management research. We review this integration, describe its implementation, and compare findings from bivariate meta‐analyses, a direct‐effect structural equations model, and two mediating frameworks using data on the strategic leadership and performance relationship. Results drawn from 208 articles that collectively included data on 495,638 observations demonstrate the new insights available from MASEM while also suggesting a revision to conventional thinking on strategic leadership. Whereas some theories posit that boards of directors influence firm performance through monitoring and disciplining the top management team, MASEM provides more support for the view that boards mediate the top management teams' decisions. Implications for applying MASEM in strategic management are offered. Copyright © 2014 John Wiley & Sons, Ltd.     

Strategic reward systems: a contingency model of pay system design

A limited number of studies have addressed the idea of ‘strategic’ reward systems—the matching of compensation systems to a firm's strategy. Prior research on this topic has been confined to U.S. firms, however, and a number of key questions remain unanswered. Using a sample of 917 employees from two large Swiss financial institutions, we found that pay systems are linked with divisional strategic orientation, but in a different form than prior studies. Additionally, we identify hierarchical position as an important variable in the tailoring of reward systems. Hierarchy has a significant main effect on pay plan design, and an interactive effect with strategic orientation. Copyright © 2001 John Wiley & Sons, Ltd.     

Household Composition, Equivalence Scales and the Reliability of Income Distributions: Some Evidence for Indigenous and Other Australians

Indigenous families experience substantial and multiple forms of economic burden arising from the size and structure of their families and households. Indigenous households are more likely to have more than one family in residence than other Australian households and are more likely to be multigenerational with older Indigenous people living with younger people in extended family households. This paper seeks to characterise the economies of household size in Indigenous and other Australian households using equivalence scales that cover the range of feasible values and 1995 National Health Survey data.     

Community engagement in drive tourism in Ireland: case study of the Wild Atlantic Way

ABSTRACT

This paper presents research, which investigates community engagement in drive tourism in Ireland. In particular, it focuses on the Wild Atlantic Way (WAW), Ireland’s first long distance drive touring route stretching along the Atlantic coast for 2500?km from Donegal to West Cork. Face-to-face surveys were carried out to obtain a representative sample of community stakeholders along this touring route. The findings provide insight into the level of community engagement with drive tourism on the WAW with a high level of approval for the project but a low level of community integrated involvement with this drive-tourism product. This paper concludes that while there are low levels of community engagement with the WAW, there is a significant level of community support for the development of the WAW. However, to acquire community engagement in tourism development requires sustainable planning to maximize community benefits and minimize community costs thus increasing community participation, which is somewhat lacking.     

Market imperfections,opportunity and sustainable entrepreneurship

This research develops the argument that four types of market imperfections (i.e., inefficient firms, externalities, flawed pricing mechanisms and information asymmetries) at once contribute to environmental degradation and that they also provide significant opportunities for the creation of radical technologies and innovative business models. We show that these opportunities establish the foundations for an emerging model of sustainable entrepreneurship, one which enables founders to obtain entrepreneurial rents while simultaneously improving local and global social and environmental conditions. To advance this new field, we offer suggestions for a research agenda focusing on two areas: the relationship between market imperfections and entrepreneurial opportunities, and the emerging field of sustainable entrepreneurship.     

To touch or not to touch; that is the question. Should consumers always be encouraged to touch products,and does it always alter product perception?

It has previously been suggested that consumers' product evaluations are positively affected by tactile interaction. However, it is not known if it is applicable to products that people usually touch for brief periods of time. This study sets out to explore whether it is possible to influence consumers' tactile perception of fast‐moving consumer goods by altering the surface texture. In this study individual tactile sensing and visual appreciation were compared with the combined visual and tactile sensing of surface textures for two types of products (soap and biscuits). Three types of textures on the outside of either a soap or biscuit box and three separate sample swatches of the textures used on the boxes were used in the study. The three soap or biscuit boxes were visually presented to the participants. This was followed by a blind haptic evaluation of the three textures, and then by a combined visual and tactile evaluation of three differently textured boxes (either soap or biscuit boxes). The results suggest that a consumer's perception of the packaging of fast‐moving consumer goods is affected more by vision than by touch, which raises some questions with regard to when marketers should encourage consumers to engage in extensive tactile interaction prior to purchase. © 2011 Wiley Periodicals, Inc.     

Ethical Determinants for Generations X and Y

The present study examines student perception of protagonist behavior in three case vignettes. One demographic group consists of professionally employed MBA students who show characteristics of Generation X. The second cohort consists of Generation Y business undergraduates. Differences emerge between the groups. Even when they propose similar action, their respective rationale differs. Generation Xers show themselves to be astute pragmatists whose focus is on self rather than society. Yet the younger cohort, in its quest to find fulfillment, may give short shrift to some seasoned tenets of corporate conduct, including organizational mission, organizational politics, and organizational loyalty.