Search results

This study aims to examine the effects of firm performance on chief executive officer (CEO) turnover and the moderating role of CEO attributes on the firm performance–CEO turnover relationship.

Probit regressions were used to examine the relationship between various CEO attributes and CEO turnover and the moderation effect of firm performance on the CEO attributes–CEO turnover relationship. The sample comprises firms from the FTSE 350 Index covering the period 1999–2018.

The results indicate that firm performance negatively and significantly impacts CEO turnover. Further analysis reveals that selected CEO attributes, namely, CEO internal experience, CEO network size and CEO age, moderate the relationship between firm performance and CEO turnover. Specifically, CEO internal experience and performance combine to reduce the likelihood of CEO turnover. However, CEO network size and age when combined with firm performance increase the likelihood of CEO turnover.

The results imply that boards should pay more attention to CEO attributes in their decisions to hire and fire executive managers as these factors may affect a wide variety of firm outcomes.

This paper makes key contributions to the CEO turnover and corporate governance literature by providing evidence of key factors other than performance that can affect the CEO dismissal decision. Specifically, this study shows that CEO attributes such as CEO internal experience, CEO networks and CEO age far outweigh the importance of performance as a factor influencing CEO turnover decisions.

The current paper studies how CEO attributes could influence corporate risk-taking. The authors examine the effects of CEO demographic attributes and CEO position's attributes on financial and strategic risk-taking.

This study is drawn on non-financial firms listed on the SBF120 index, between 2001 and 2013.

First, long-tenured CEOs are prone to decrease the total risk and the leverage ratio. Second, despite the many CEOs have political connections; they are not prone to engage in risky decisions not serving the business' interests. Third, old CEOs are likely to rely on debt to fund internal growth. Moreover, business and science-educated CEOs behave differently in terms of risk-taking. Finally, the authors show that CEOs' attributes have less influential effects in family firms than in non-family firms. Also, they seem to have more significant associations with risk-taking during and after the financial subprime crisis.

This paper examines how cognitive traits could shape investments decisions, in terms of risk preferences.

The authors investigate whether community-based CEO's attributes, particularly educational attainment, regional and religious affiliation, are direct antecedents of performance in family-controlled Indian firms. The authors further examine whether CEO's education moderates the linkage of firm performance with regional and religious affiliation.

The authors employ pooled Ordinary Least Square with fixed effects and Fama-Macbeth regression techniques to test their hypotheses.

The results reveal that firms with post-graduate CEOs in business and firms with doctorate CEOs, significantly outperform peer firms. The authors also find that CEOs from northern India outperform peer CEOs consistently which emanates from the risk-taking differentials of CEO's across regions. Hindu CEOs also deliver superior return on assets. However, CEO's educational attainment moderates the influence of regional and religious affiliations.

This study is unique as it contributes on the role of regional affiliation of top executives in determining performance which almost remains unexplored in existing literature.

This paper aims to examine the impact of chief executive officer (CEO) attributes on foreign shareholdings from the perspective of an emerging economy.

This study examined Bombay Stock Exchange listed firms from the Indian stock market and applied a balanced panel data approach with fixed effect estimation technique during the period 2010–2019.

The study shows that CEOs’ financial education and a higher level of education positively affect foreign shareholdings. The age and experience of CEO have a positive and significant impact on foreign shareholdings. Firms with male CEOs are preferred more by foreign investors. The effect of CEO busyness and CEO duality is negative on foreign shareholdings. Foreign investors prefer to invest in firms with foreign nationality CEOs. Furthermore, the robustness test reveals that the influence of CEO attributes on foreign shareholdings is stronger for new, small and stand-alone firms than for old, large and group-affiliated firms.

The study will be beneficial for a diverse audience ranging from firms’ board of directors, regulators and policymakers who are entrusted with the CEO recruitment process. Additionally, firms seeking external financing should disclose CEO information adequately and improve the reporting quality to attract foreign investors, as they consider CEO characteristics as a valuable signal before making investment decisions.

In light of the current legislative reforms, this study can be recognized as one of the early studies that explore the relationship between CEO attributes and foreign shareholdings in the context of an emerging economy.

Drawing upon upper echelon, regulatory focus and attention theories and focusing on SMEs, the purpose of this paper is to answer questions on how the motivational disposition (promotion vs. prevention regulatory focus) of CEOs affects their information search patterns (i.e. search selection and intensity) and consequently organizational level engagement in different types of innovation activities (exploration vs. exploitation).

A quantitative study was conducted collecting data from the CEOs of SMEs operating in the dynamic wine and spirits industry in Greece. The data were collected in two independent time streams and the proposed theoretical model was tested by applying OLS regression analysis.

The current research provides evidence that differences in CEOs’ level of promotion and prevention focus trigger different information search selection and search intensity patterns. Nonetheless, the attention to innovation components act as mediators only in the hypothesized relationships between a CEO's level of prevention and promotion focus and exploration. Paradoxically, filtered through attention to innovation and triggered from the same motive, that is to reduce negative emotions, promotion focus CEOs choose to direct resources to exploitation and avoid investing in exploration, whilst the opposite was supported for prevention focus CEOs.

The results highlight the important role of a CEO's regulatory focus orientation in promoting diverse attention to innovation patterns and firm-level innovation tendencies towards exploration and/or exploitation.

This study's contributions extend and combine the theories of regulatory focus, UET and attention in the field of managerial/entrepreneurship behavior and innovation. Therefore, they are valuable for understanding the determinants of firm-level innovation choices (exploration vs. exploitation) in SMEs.

The purpose of this paper is to examine the influence of CEO discretion on the real earnings management and to explore whether the discretion of the CEO to ensure accurate and reliable financial reports is influenced by the political connection of board members.

Using the generalized method of movement to control the potential endogeneity on the sample of listed companies in Nigeria, the study conducted several checks using Driscoll–Kraay panel data regression with standard error to robust the main findings.

The paper provides evidence that CEO Discretion reduces the tendency of real earnings management and improve the reporting quality. However, the CEO’s discretion to provide reliable financial reports and to reduce the likely earnings manipulation is overturn by the presence of politically connected directors.

Existing studies on CEO attributes and earnings management in Nigeria fail to explain why CEOs were involved in corporate financial scandals. This paper suggests that the presence of politically connected directors is what override and upturn the CEO discretion to dwell into real earnings manipulations. Prior studies measured political connection using a dummy variable (Chaney et al., 2011; Osazuwa et al., 2016; Tee, 2018), this paper measured political connection using the proportion of politically connected directors. This is on the idea that the presence of more politically connected directors may give them the power to override the CEOs decision.

The purpose of this paper is to outline and discuss the main elements of the chief executive officer (CEO) that affect financial and non-financial aspects of companies. CEO reputation and corporate reputation and performance are intertwined concepts. It presents a conceptual framework, the “4Ps of the CEO branding mix”, and shows how they individually and collectively influence company reputation and performance.

An extensive inter-disciplinary research was conducted. Four primary elements of the CEO (performance, personality, prestige and persona) were identified that positively or negatively impact companies.

CEO reputation (prestige) can not only positively but also negatively impact companies and celerity CEO’s are no different. There are certain personality traits, such as honesty and humility, which are mostly associated with positive company outcomes, while other personality traits, such as machiavellianism and narcissism, seems to negatively impact companies. Certain aspects related to the CEO as a persona, such as CEO tenure (experience) and education, and also CEO’s physical appearance and facial expressions impact CEO’s image and, subsequently, company reputation and performance. Finally, this paper shows that CEO performance is more than company financial and market performance and includes aspects such as strategy execution or CEO succession planning.

The four ′P’s of the CEO branding mix provide a useful framework for CEO’s and the corporate communications department to developing a consistent and comprehensive CEO and corporate communication and branding strategy.

This paper contributes as it outlines the various aspects and elements which impact CEOs image and reputation. The four P’s serve as a useful framework for CEO’s as well as corporate communication departments to systematically measure and manage the CEO’s image and reputation and, consequently, company reputation and performance. It forms the basis for developing a consistent and comprehensive CEO and company communication and branding strategy.

This paper aims to study the impact of Chief Executive Officer's (CEO's) personality traits on open innovation (OI) strategies and the mediating effect of innovation climate by mobilizing the upper echelons theory and the OI literature. In fact, CEO's role in OI promotion has been under-investigated in the literature especially in small and medium-sized enterprises (SMEs) and in developing economies.

Based on the structural equation modeling, a survey is scheduled by administrating a questionnaire within 178 CEOs in Tunisian high-tech sector. The relevance of the empirical evidences is to disclose human levers to the success of OI strategies in the Tunisian context as a developing country.

The results show the importance of CEO's entrepreneurial orientation (EO) and attitude in promoting innovation climate and so then OI strategies. The study offers a reading grid for managers of high-tech SMEs to better lead and identify key factors for OI adoption. Innovative climate is found to be a relevant driver of OI encompassing the key role of attitude and EO of top managers.

Results highlight the relevance of the recruitment of appropriate top managers with high levels of EO and with positive attitude toward OI in order to facilitate OI integration and to enhance SMEs' competitiveness. Entrepreneurially oriented CEOs should be required in order to overcome "Not Invented Here" and "Not Shared Here" syndromes, to support innovative climate and to encourage knowledge import and export in the Tunisian SMEs.

This paper sheds light on the micro-foundation of OI by emphasizing the relevance of human factors and namely EO and attitude of CEOs in OI issue. It provides conceptual and empirical clarification of the extent to which CEO's traits affect OI through innovative climate. This would value initiatives exploring key individual's characteristics influence on OI strategies within SMEs.

While the branding of individuals has attracted increasing attention from practitioners in recent decades, understanding of personal branding still remains limited, especially with regard to the branding of celebrity CEOs. To contribute to this debate, this paper aims to explore the co-branding of celebrity CEOs and corporate brands, integrating endorsement theory and the concept of meaning transfer at a level of brand attributes.

A between-subjects true experimental design was chosen for each of the two empirical studies with a total of 268 participants, using mock newspaper articles about a succession scenario at the CEO level of different companies. The study is designed to analyse the meaning transfer from celebrity CEO to corporate brand and vice versa using 16 personality attributes.

This study gives empirical support for meaning transfer effects at the brand attribute level in both the celebrity-CEO-to-corporate-brand and corporate-brand-to-celebrity-CEO direction, which confirms the applicability of the concept of brand endorsement to celebrity CEOs and the mutuality in co-branding models. Furthermore, a more detailed and expansive perspective on the definition of endorsement is provided as well as managerial guidance for building celebrity CEOs and corporate brands in consideration of meaning transfer effects.

This study is one of only few analysing the phenomenon of meaning transfer between brands that focus on non-evaluative associations (i.e. personality attributes). It is unique in its scope, insofar as the partnering relationship between celebrity CEOs and corporate brands have not been analysed empirically from this perspective yet. It bridges the gap between application in practice and the academic foundations, and it contributes to a broader understanding and definition of celebrity endorsement.

The attributes and qualifications required by a Chief Executive Officer (CEO) in Japan are described. The “life‐long employment” practice, whereby promotion occurs only in strict seniority order, still prevails. However, the Japanese are beginning to recognise some of the advantages of the Western approach of employing managers from other companies in order to gain the required expertise. Within this cultural background, the question of training for CEOs is discussed and the changing nature of training themes is noted.