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Article
Publication date: 1 September 2005

Robert Lieb and Brooks A. Bentz

Our annual surveys seek to provide insight into important market dynamics, opportunities and problems in the North American third party logistics (3PL) industry, from the…

Abstract

Purpose

Our annual surveys seek to provide insight into important market dynamics, opportunities and problems in the North American third party logistics (3PL) industry, from the perspective of the chief executive officers (CEOs) of major logistics service companies. The information generated is not only useful to managers considering using such services, but also to provider CEOs to facilitate industry benchmarking.

Design/methodology/approach

For the past decade, that insight has been sought by conducting annual surveys of the CEOs of many of the largest 3PL companies serving North America.

Findings

The CEOs projected substantial revenue growth in the North American 3PL marketplace over the next three years. Their companies are becoming increasingly customer selective, and aggressively selling along customer supply chains. They are increasingly focusing attention on the possible large‐scale adoption of RFID technology in the industry, and seeking ways to overcome industry pricing pressures.

Research limitations/implications

This survey focused on the largest 3PL companies operating in North America. However, many small‐medium size companies now participate in that market, and little work has been done to document developments in that sector of the industry. Further, little research has been conducted concerning the provision and use of 3PL services in other geographies.

Practical implications

As previously noted, the findings not only give insight into the industry for those considering the use of 3PL services, but also give provider CEO a means of benchmarking their companies against industry averages.

Originality/value

Data generated in this survey provide a basis for comparison with that generated in our previous annual surveys, and an understanding of current 3PL market conditions.

Details

International Journal of Physical Distribution & Logistics Management, vol. 35 no. 8
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 11 July 2008

Robert Lieb

This study attempts to provide insight into the dynamics of the third party logistics (3PL) industry in the Asia‐Pacific (APAC) region.

Abstract

Purpose

This study attempts to provide insight into the dynamics of the third party logistics (3PL) industry in the Asia‐Pacific (APAC) region.

Design/methodology/approach

The data reported in this paper were generated through a survey of the chief executive officer (CEOs) of ten of the largest 3PLs operating in the region.

Findings

Those companies anticipate substantial regional revenue growth, with nearly one‐quarter of that growth coming from acquisitions. Private equity (PE) investors have been active in the region, and the CEOs are divided as to whether that is a positive or negative development. Price compression, market entrance of foreign 3PLs, and increased pressure to internationalize services were identified as the most important regional market dynamics. Continued growth of intra‐Asian business and possible expansion of transportation services were cited as the most important regional opportunities. A continuing shortage of management talent, the region's regulatory structure, and inferior transportation services were cited as the most significant regional problems.

Practical implications

The region's growth prospects will promote further investments by 3PLs and PE companies. Regional transportation problems will continue to trouble 3PLs, and they must develop strategies to address shifting manufacturing patterns. The regional “talent shortage” will continue, and while 3PLs have taken steps to improve recruiting, training, and retention, there is little short‐term relief in sight. Regional buyers of 3PL services are becoming more sophisticated, and will likely place even more pressure on prices. Continued cost‐cutting measures and growing customer selectivity are the most likely reactions of 3PLs to that pressure.

Originality/value

The paper provides insight into the current status and future prospects of the third‐party logistics industry in the APAC region.

Details

International Journal of Physical Distribution & Logistics Management, vol. 38 no. 6
Type: Research Article
ISSN: 0960-0035

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Book part
Publication date: 21 November 2014

Alex Bryson, John Forth and Minghai Zhou

All that we know about the Chief Executive Officer (CEO) labour market in China comes from the studies of public listed companies and State-owned Enterprises (SOEs). This…

Abstract

All that we know about the Chief Executive Officer (CEO) labour market in China comes from the studies of public listed companies and State-owned Enterprises (SOEs). This is the first attempt to examine the operation of the CEO labour market across all industrial sectors of the Chinese economy. We find that the influence of the State extends beyond SOEs into many privately owned firms. Government is often involved in CEO appointments in domestic firms and, when this is the case, the CEO has less job autonomy and is less likely to have pay linked to firm performance. Nevertheless, we find that incentive schemes are commonplace and include contracts linking CEO pay directly to firm performance, annual bonus schemes, the posting of performance bonds, and holding company stock. The elasticity of pay with respect to company performance is one or more in two-fifths of the cases where CEOs have performance contracts, suggesting many face high-powered incentives. We also show that State-owned and domestic privately owned firms are more likely than foreign-owned firms to use incentive contracts.

Details

International Perspectives on Participation
Type: Book
ISBN: 978-1-78441-169-5

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Article
Publication date: 15 July 2021

Haynes Cooney, Peter Korsten and Anthony Marshall

The recent IBM Institute for Business Value CEO survey of 3,000 chief executives globally offers insight into CEO attitudes and behaviors in order to discern the…

Abstract

Purpose

The recent IBM Institute for Business Value CEO survey of 3,000 chief executives globally offers insight into CEO attitudes and behaviors in order to discern the strategies and actions most highly correlated to successful digital transformation and performance.

Design/methodology/approach

The IBM Institute for Business Value, in collaboration with the Oxford Economics, surveyed 3,000 CEOs and senior public sector executives between September and November 2020. The analysis identified a group of CEOs whose outlook on transformation and success with digital implementation sets them apart from others.

Findings

These Dynamic CEOs, who represent 38 percent of all commercial leaders in the IBM IBV research, shared two crucial insights: that traditional business models no longer differentiate their organizations; their organization?s digital transformation journey will never be complete.

Practical/implications

These Dynamic CEOs are almost 70 percent more likely to lead high performing organizations than other top leaders.

Originality/value

Almost 90 percent of Dynamic CEOs expect their business and IT investments to deliver a material improvement in business performance over the next three years, with the greatest emphasis on investments in customer experience improvement, decision-making processes and business agility.

Details

Strategy & Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 14 January 2014

Saul Berman and Peter Korsten

Leaders are recognizing that the current connected era is fundamentally changing how customers, employees and partners engage, according to an IBM survey of CEOs and

Abstract

Purpose

Leaders are recognizing that the current connected era is fundamentally changing how customers, employees and partners engage, according to an IBM survey of CEOs and senior public sector leaders from around the globe.

Design/methodology/approach

Between September 2011 and January 2012, IBM leaders met face to face with leaders worldwide to better understand their future plans and challenges in an increasingly connected economy. The CEOs surveyed lead organizations of different sizes in 64 countries and 18 industries The analysis also sought to understand differences between responses of CEOs in financially outperforming organizations and those in underperforming organizations.

Findings

Key survey findings include: CEOs are creating more open and collaborative cultures – encouraging employees to connect, learn from each other and thrive in a world of rapid change; the emphasis on openness and collaboration is even higher among outperforming organizations; to engage customers as individuals, CEOs are investing in customer insights more than any other functional area; and extensive partnering is providing the edge CEOs need to take on radical innovation.

Practical implications

Three suggested initiatives to promote superior performance are: embrace connectivity and openness; engage customers as individuals; and amplify innovation with partnerships.

Originality/value

Explains that to create greater value, CEOs must take advantage of newly enabled connections with and among employees, customers and partners. Shows that to lead in this unfamiliar territory amid constant change, CEOs will need to learn from their own networks. They will need to assemble those networks like portfolios – with generational, geographic, institutional diversity. Then, they will need to help their organizations do the same.

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 6 April 2012

Peter Lacy, Arnaud Haines and Rob Hayward

The purpose of this paper is to identify leading CEOs’ views on sustainability and how they believe it is impacting the business environment, with a particular focus on…

Abstract

Purpose

The purpose of this paper is to identify leading CEOs’ views on sustainability and how they believe it is impacting the business environment, with a particular focus on the importance of education (formal and informal) in developing future business leaders who can effectively manage sustainability issues.

Design/methodology/approach

Results and findings are based on research conducted by Accenture and the United Nations Global Compact, with 100 one‐to‐one interviews and an online survey with a further 766 CEOs.

Findings

CEOs see sustainability as more important than ever. It is growing in strategic importance, driving new business models, and is essential for long‐term success. CEOs see education as the most critical development issue for the future success of their business. They believe that developing new skills, knowledge and mindsets for the next generation of business leaders as key enabling conditions to accelerate a tipping point in the integration of sustainability into core business.

Originality/value

This paper is based on research from the largest CEO study on sustainability of its kind to date. One facet of the research was an online survey of 766 Global Compact member CEOs. Survey respondents were drawn from nearly 100 countries, across more than 25 industry sectors. The other principal research stream was a series of in‐depth, one‐to‐one interviews with 50 CEOs and over 50 board‐level business executives, civil society leaders and academic experts across 27 countries.

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Article
Publication date: 7 August 2017

Francesca Conte, Alfonso Siano and Agostino Vollero

The purpose of this paper is to analyse the engagement of chief executive officers (CEOs) in corporate communication and focus on how their approach to communication…

Abstract

Purpose

The purpose of this paper is to analyse the engagement of chief executive officers (CEOs) in corporate communication and focus on how their approach to communication develops in relation to the longevity of their tenure. The paper also explores how founder centrality is linked to the objectives of CEO communication and the CEOs’ use of personal social media.

Design/methodology/approach

The paper brings together the relevant literature from different disciplines, related to leadership communication, CEO longevity and founder centrality, and reveals a number of unexplored issues. Four research questions were defined and an exploratory survey was carried out, involving 93 CEOs from large companies located in Italy.

Findings

The results show that CEOs are strongly engaged in institutional communication. Short-tenured CEOs seem more engaged in building and consolidating relationship networks with specific stakeholders (customers and employees), while long-tenured CEOs tend to be more involved in institutional and financial communications.

Research limitations/implications

Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed to substantiate the suggested links between engagement in communication activities and longevity. The study highlights the managerial and communication skills that CEOs must be provided with during their corporate tenure, thus suggesting the need to further examine the “life cycle” of CEO communication activities.

Originality/value

The paper sheds light on CEO communication dynamics. It is the first of its kind in the Italian context, where some factors, such as longevity of tenure, seem to play an important role in shaping corporate communication objectives and activities.

Details

Corporate Communications: An International Journal, vol. 22 no. 3
Type: Research Article
ISSN: 1356-3289

Keywords

Content available
Article
Publication date: 26 February 2021

Viktor Elliot, Jonas Floden, Conny Overland, Zeeshan Raza, Miroslaw Staron, Johan Woxenius, Abhinayan Basu, Trisha Rajput, Gerardo Schneider and Gunnar Stefansson

The purpose of this paper is to study current practices in adopting blockchain technology amongst export companies in West Sweden and to capture their CEOs’ knowledge of…

Abstract

Purpose

The purpose of this paper is to study current practices in adopting blockchain technology amongst export companies in West Sweden and to capture their CEOs’ knowledge of and attitudes towards blockchains.

Design/methodology/approach

Factors enabling or hindering the adoption of blockchains were identified from a comprehensive literature review and a survey of 72 chief executive officers (CEOs) of export-oriented firms in West Sweden, all with turnovers exceeding €2m, regarding their knowledge of and attitudes towards blockchains.

Findings

Blockchain technology is not currently perceived to provide benefits that would outweigh the costs of introducing it into West Sweden’s export firms. Nevertheless, the findings suggest that such technology, though currently too immature to meet today’s industrial requirements, could experience more widespread use if certain key factors (i.e. lower cost, traceability, improved security or trustworthiness and new blockchain-enabled business models) are prioritised.

Research limitations/implications

Answered by 72 CEOs, the survey achieved a response rate of 6%, meaning that the findings are only exploratory. Even so, they offer new insights into CEOs’ attitudes towards blockchain technology.

Practical implications

The CEOs reported comparatively limited knowledge of and experience with implementing blockchains, the lack of which has hampered their large-scale implementation in multi-actor supply chains.

Social implications

Negative sentiment amongst CEOs towards blockchain technology may lower on-the-job satisfaction amongst tech personnel aspiring to develop and implement blockchain applications in their firms.

Originality/value

Knowledge of and attitudes towards blockchain technology amongst top-level managers, as well as about factors enabling or hindering its adoption, guide managers in crafting strategies for implementing blockchains in their organisations and maximising the benefits therein. Unlike past studies focussing on technological aspects or views of experts and middle-management, the study was designed to capture the views of CEOs.

Details

Journal of Global Operations and Strategic Sourcing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-5364

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Article
Publication date: 1 February 1987

Andrew Kakabadse and Charles Margerison

A study of US female chief executive officers (CEOs) identifies the women as more creative, better qualified, and appointed to the role of CEO at a younger age. Although…

Abstract

A study of US female chief executive officers (CEOs) identifies the women as more creative, better qualified, and appointed to the role of CEO at a younger age. Although female CEOs identify the importance of motivation, personal drive and people skills as key reasons for success, they equally emphasise organisation and administrative skills, while the male CEOs highlight working effectively in teams. Based on these results, recommendations concerning the development of the female CEO are offered.

Details

Journal of Managerial Psychology, vol. 2 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

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Book part
Publication date: 27 June 2013

David A. Waldman and Mansour Javidan

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership…

Abstract

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

1 – 10 of over 19000