Interpretations of CEOs’ Responsibilities During CorporateCrises in Japan

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.

后金融危机时期公司治理整合框架分析

在对后金融危机时期公司治理的发展动态进行了比较系统梳理的基础上,形成了一个整合分析框架。该框架以决策质量作为公司治理问题的分析核心,注重公司治理的综合性和体系性特征,在价值创造的基础上从风险管理和利益相关者导向的视角加以切入,进而促进经济学与心理学、行为科学和行为公司金融等多学科和研究领域的融合。总体来看,这一整合框架具有一定的理论意义、现实意义和政策含义。

重建型企业危机沟通框架下的受众非理性表达探析

使用扎根理论研究法对重建型企业危机沟通框架下的受众非理性表达进行质性分析,可以从三个维度归纳出非理性表达的盲从性、围观化、情绪化、极端化、引导性等特征。从内部外部的原因来分析,重建型企业危机沟通框架下的受众非理性表达的形成,受到外部环境把关、企业框架运用、受众心理等方面影响。