The global chief executive officer （CEO） should quickly adjust his/her leadership styles, arts, and skills to customize for the particular host country as he/she manages the global organization in its many diverse e...The global chief executive officer （CEO） should quickly adjust his/her leadership styles, arts, and skills to customize for the particular host country as he/she manages the global organization in its many diverse environments. He/she has to quickly customize to the local needs his/her styles of strategic and operational decision-making, communication, and interpersonal approaches. His/her repertoire of leadership styles, arts, and skills has to be wider and richer in variety. He/she must quickly move from one host-country-focused approach to another, drawing the needed blend of leadership styles, arts, and skills from his/her repertoire and effectively applying them to the host country situation. Thus, a CEO must analyze his/her situation and re-orient his/her approach to fit the varying international situations, such as culture, operating, and subsidiary＇s organizational, economic, political, governmental, and technological. An effective CEO is perspicuous and quick of action in adjusting and modifying his/her roles, styles, arts, and leadership processes to fit the situation in which he/she is in at the moment.展开更多
This article examines organizational crises and responses in Japan,focusing on chief executive officer(CEO)resignations to take responsibility and other punitive consequences as well as discussing the possible relatio...This article examines organizational crises and responses in Japan,focusing on chief executive officer(CEO)resignations to take responsibility and other punitive consequences as well as discussing the possible relationships between corporate crises and how CEOs accept their responsibilities,including resignation.A CEO’s voluntary step-down is sometimes regarded a Japanese custom.Even though CEOs are presumably the most influential members of firms,there have been few studies of this topic.Eighty-eight corporate crises that occurred in Japan over the past 10 years were examined,on the basis of which this study defines an explanation of how CEOs take responsibility using the following variables:the location of a crisis’s cause(origin),the degree to which a crisis could have been prevented(controllability),degree of damage,and the degree to which the crisis response was appropriate.Theoretical analyses of actual cases suggest that,besides the direct involvement of CEOs in intentional misconduct,problematic daily performance and poor crisis response influence their resignations and other penalty types.These findings imply that the consequences of how CEOs claim responsibility can be explained by several significant factors.Generally,the results show that CEOs do not take self-punitive actions,including resignations,because of Japanese custom but because of their performances and the degrees of damage the corresponding crises caused.展开更多
This article focuses on the impact of emotions on Tunisian chief executive officer （CEO） compensation. It examines specifically the role of executives＇ emotional intelligence （El） level and their emotional biases...This article focuses on the impact of emotions on Tunisian chief executive officer （CEO） compensation. It examines specifically the role of executives＇ emotional intelligence （El） level and their emotional biases, namely optimism in explaining compensation plans. An empirical study was conducted in this respect, by using a questionnaire as a method of data collection, on a sample of 100 Tunisian companies＇ leaders. This research paper translates an original approach, since it highlights the behavioral aspects role in explaining the CEO＇s compensation policy level. To the best of the knowledge, this represents the first study in the Tunisian context that explored this area of research. Actually, the results show that Tunisian leaders may be subject to certain emotions thereby impacting their compensation characteristics. Indeed, they opt at first to contribute to the organizational performance by establishing a mutual trust within the organizational structure in order to achieve the objectives already set up. However, this could be done at the expense of their compensation plans展开更多
在众多影响企业经营业绩的因素中,一个非常重要的变量就是首席执行官(chief execu- five officer,CEO)在企业经营管理过程中所表现出来的领导行为。比如,谈到美国通用电器(GE)的成功,人们通常会归功于杰克·韦尔奇的出色领导;中国...在众多影响企业经营业绩的因素中,一个非常重要的变量就是首席执行官(chief execu- five officer,CEO)在企业经营管理过程中所表现出来的领导行为。比如,谈到美国通用电器(GE)的成功,人们通常会归功于杰克·韦尔奇的出色领导;中国海尔集团的神话,也通常会被归功于张瑞敏的务实管理。那么,中国企业的CEO们经常表现出怎样的领导行为?这些领导行为又会对企业的经营业绩产生怎样的影响呢?展开更多
Do agency and stewardship behaviors coexist at firms, or does one dominate the other？ We use data from listed companies in China over the period 2007-2016 to show that powerful chief executive officers （CEOs） simul...Do agency and stewardship behaviors coexist at firms, or does one dominate the other？ We use data from listed companies in China over the period 2007-2016 to show that powerful chief executive officers （CEOs） simultaneously incur self-interested agency costs while acting as stewards to benefit the firm. In balancing the push-and-pull forces of stewardship and agency behaviors, powerful CEOs in Chinese firms ultimately improve short-term and long-term firm performance. Our results have important implications for understanding how CEOs affect firms and how cultural factors can motivate CEOs to work in the interest of the firm.展开更多
文摘The global chief executive officer （CEO） should quickly adjust his/her leadership styles, arts, and skills to customize for the particular host country as he/she manages the global organization in its many diverse environments. He/she has to quickly customize to the local needs his/her styles of strategic and operational decision-making, communication, and interpersonal approaches. His/her repertoire of leadership styles, arts, and skills has to be wider and richer in variety. He/she must quickly move from one host-country-focused approach to another, drawing the needed blend of leadership styles, arts, and skills from his/her repertoire and effectively applying them to the host country situation. Thus, a CEO must analyze his/her situation and re-orient his/her approach to fit the varying international situations, such as culture, operating, and subsidiary＇s organizational, economic, political, governmental, and technological. An effective CEO is perspicuous and quick of action in adjusting and modifying his/her roles, styles, arts, and leadership processes to fit the situation in which he/she is in at the moment.
文摘This article examines organizational crises and responses in Japan,focusing on chief executive officer(CEO)resignations to take responsibility and other punitive consequences as well as discussing the possible relationships between corporate crises and how CEOs accept their responsibilities,including resignation.A CEO’s voluntary step-down is sometimes regarded a Japanese custom.Even though CEOs are presumably the most influential members of firms,there have been few studies of this topic.Eighty-eight corporate crises that occurred in Japan over the past 10 years were examined,on the basis of which this study defines an explanation of how CEOs take responsibility using the following variables:the location of a crisis’s cause(origin),the degree to which a crisis could have been prevented(controllability),degree of damage,and the degree to which the crisis response was appropriate.Theoretical analyses of actual cases suggest that,besides the direct involvement of CEOs in intentional misconduct,problematic daily performance and poor crisis response influence their resignations and other penalty types.These findings imply that the consequences of how CEOs claim responsibility can be explained by several significant factors.Generally,the results show that CEOs do not take self-punitive actions,including resignations,because of Japanese custom but because of their performances and the degrees of damage the corresponding crises caused.
文摘This article focuses on the impact of emotions on Tunisian chief executive officer （CEO） compensation. It examines specifically the role of executives＇ emotional intelligence （El） level and their emotional biases, namely optimism in explaining compensation plans. An empirical study was conducted in this respect, by using a questionnaire as a method of data collection, on a sample of 100 Tunisian companies＇ leaders. This research paper translates an original approach, since it highlights the behavioral aspects role in explaining the CEO＇s compensation policy level. To the best of the knowledge, this represents the first study in the Tunisian context that explored this area of research. Actually, the results show that Tunisian leaders may be subject to certain emotions thereby impacting their compensation characteristics. Indeed, they opt at first to contribute to the organizational performance by establishing a mutual trust within the organizational structure in order to achieve the objectives already set up. However, this could be done at the expense of their compensation plans
文摘在众多影响企业经营业绩的因素中,一个非常重要的变量就是首席执行官(chief execu- five officer,CEO)在企业经营管理过程中所表现出来的领导行为。比如,谈到美国通用电器(GE)的成功,人们通常会归功于杰克·韦尔奇的出色领导;中国海尔集团的神话,也通常会被归功于张瑞敏的务实管理。那么,中国企业的CEO们经常表现出怎样的领导行为?这些领导行为又会对企业的经营业绩产生怎样的影响呢?
基金The authors are grateful for the financial support from the National Natural Science Foundation of China （Grant Nos. 71702084 and 71372179）, and through the research projects of the Humanity and Social Science Youth foundation of the Ministry of Education of China （No. 17YJC630112）.
文摘Do agency and stewardship behaviors coexist at firms, or does one dominate the other？ We use data from listed companies in China over the period 2007-2016 to show that powerful chief executive officers （CEOs） simultaneously incur self-interested agency costs while acting as stewards to benefit the firm. In balancing the push-and-pull forces of stewardship and agency behaviors, powerful CEOs in Chinese firms ultimately improve short-term and long-term firm performance. Our results have important implications for understanding how CEOs affect firms and how cultural factors can motivate CEOs to work in the interest of the firm.
