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This study aims to understand how female executive travellers should be characterized by inter-winning socio-economic segmentation and leisure travel motivation.

This study identifies push factors as a motivation for leisure travel among female executives in India. Quantitative research methodology was applied based on 892 online responses to a questionnaire. Principal component analysis was applied to identify the underlying dimensions of push motivational items.

The findings disclose five-factor dimensions of self-esteem; knowledge- and novelty-seeking; stimulus; escape; and self-recognition. Among the five identified dimensions, stimulus was the most important factor for motivating female executives to travel for leisure, followed by knowledge and novelty-seeking.

This study was conducted on 1,100 female executive travellers, meaning the results are only valid for this cultural context. All data was collected through a referral chain network survey among female executives via Google survey forms. While segmenting types of travellers amongst females, usage of push motivation framework as a variable remains pervasive in tourism research.

Although literature on female travel motivation is abundant, however, to the authors’ knowledge, empirical studies that focus on female executives leisure travel motivations are still rare. These findings are, therefore, valuable for illuminating tourism stakeholders to cater this potential segment more customisedly.

This paper aims to identify distinct motivation profiles among non-executive directors and explores the reasons why non-executive directors continue to serve on boards of directors.

The analysis is based on a multiple case study in the context of German supervisory boards. The authors develop their primary insights from semi-structured interviews with 53 non-executive directors.

The findings indicate that non-executive director motivation revolves around material incentives, reputation, meaningfulness, congruence with firm goals and enjoyment. Three distinct motivation profiles emerge from the analysis, with each profile exhibiting a set of unique reasons to continue serving on boards.

Future research needs to test for the statistical representativeness of the findings and their performance implications, preferably in a shareholder-oriented governance context.

The study introduces a psychological angle to the debate about non-executive director motivation. The contributions include going beyond a bi-polar distinction between intrinsic and extrinsic motivation and draw attention to how motivation profiles relate to non-executive director’s intention to continue serving on boards.

The purpose of this study is to investigate the nature of organizational commitment and the impact on executive's motivational level in providing job satisfaction within a learning organization.

A management development model examines the relationship between the measurable constructs. The model explores the relationship between the executive's motivation level and their outcome with job satisfaction and organizational learning.

The results indicate there is a goodness‐of‐fit for the research model. The path coefficients explained a significant amount of variation along with the identification that organizational commitment is a significant attribute in the management development model.

Limitations include the self‐report methodology that measures perceptual data with a series of questionnaire items.

The study examines executive's perceptions and the significance of organizational commitment. Management development specialists will recognize the dynamics of organizational commitment and its linkage with motivation and job satisfaction in a learning organization. There are practical applications for management development specialists and the model supports an environment in which employees are encouraged to use new behaviors and operation processes within the learning organization.

This paper aims to study the impact of external fairness of executive compensation on M&A premium, and examine the moderate role of institutional investors. The high M&A premium is the main factors that induce the huge impairment of listed companies’ goodwill and the plummeting performance. Executives are the decision-makers of M&As, and their decision-making process is inevitably affected by the psychological factors. In recent years, institutional investors have become an important external force that can affect the governance of listed companies.

The authors use M&A data of listed companies from 2008 to 2018 and use OLS regression to test the relationship between executive compensation fairness and M&A premium.

The results show that the lower the external fairness of executive compensation, the greater the M&A premium. Institutional investors can effectively reduce the impact of external compensation unfairness on M&A premiums. The mechanism tests show that executives' psychological perception of fairness induced by external unfairness reduces their motivation to work and prompts them to use high premium to seek alternative compensation incentives. Further examinations of executive characteristics and corporate characteristics show that the role of external unfairness in executive compensation in driving M&A premiums is more pronounced in companies with longer executive tenure, weaker executive reputation incentives and private property.

This paper enriches the research on the pre-factors of M&A premiums from the perspective of executives’ psychological perception of fairness, provides evidence that institutional investors play a positive governance role and provides decision-making references for companies to take corresponding measures to reduce M&A premium risks.

An organizational development model is developed to measure the constructs of a learning organization. A descriptive study was conducted investigating the relationships of total quality management, organizational culture and their impact upon a learning organization. The study investigated the attributes of a learning organization and its influence upon employee motivation. A total of 307 executives participated in the survey. The survey revealed that many executives had pursued professional development programs in TQM principles and/or in Senge’s organizational learning principles over the last four years. The executives completed a questionnaire measuring their perceptions involving the principles of a learning organization, TQM attributes, and their organizational culture. The results indicate a corporation implementing TQM principles in a supportive organizational culture has a positive and significant relationship with organizational learning compared to those executives not exposed to these constructs. Also, the findings revealed a positive and significant relationship between a learning organization and the motivational level of its business executives.

Properly conceived, conducted and interpreted, motivation research can be an extremely powerful management tool, designed to help the manufacturer or advertiser to sell more goods. Its aim is to expose the market situation, explain it and suggest courses of action which will lead to desired changes. It is a way of looking at a problem rather than a collection of specialist techniques and is strictly practical. Hence it can be used alongside other market research tools for the solution of marketing problems and can be applied to a wide range of business activities. Much of its development has been in the advertising field but it can also help in the formulation of production policy, solving packaging problems and marketing operations. It is examined here in all these contexts. The idea of motivation research, the reasons for its use and the techniques by which to apply it are discussed, as well as the pitfalls that are likely to occur. New and imaginary case studies are used throughout to illustrate points. A review of the subject literature is included.

This study investigates the relation of executive cash compensation and gender characteristics of senior executives of Thai listed companies using 1,660 firm-years observations from 2009 to 2013. The findings show that male executives earn more cash compensation than do their female counterparts and that compensation is higher for male CEOs whose educational qualifications were Master’s degree or above. Companies with a higher proportion of male executives and with better firm performance (measured by ROA, ROE, and Tobin’s q) pay higher cash compensation. The results conform with the Expectancy theory that male executives receive more compensation than do female executives because of their (expected) abilities to make higher returns to the firm’s assets. Other significant determinants are that older and larger firms pay more cash compensation to the executives (Life cycle theory) and that companies with a higher proportion of independent directors (Agency Theory) and higher ownership concentrations (Stewardship theory) offer less compensation.

We develop theoretical arguments from the efficiency wage model (Shapiro & Stiglitz, 1984) to provide better understanding of Fama’s (1980) seminal notion that executive labor markets contribute to the alignment of executive and shareholder interests. We show how the efficiency wage model can be integrated with several other theories of executive turnover. Furthermore, the model allows for predictions that have received very little analysis to date, such as the effect of firm risk and executive salaries on turnover. We test predictions from the model on a sample of executives from 280 manufacturing firms observed annually from 1986 to 1992. Our sample includes data on over 12,000 observations and nearly 1,700 employment terminations. The results are consistent with the main predictions of the efficiency wage model. Holding performance constant, boards of directors are less patient with (more likely to dismiss) executives who have lower salaries and those in higher risk firms.

This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand and representing 31 different nationalities participated in this study. International leader characteristics and organizational culture are found to determine an appropriate multicultural management style. Executive motivation is strongly influenced by this multicultural management style. Different dimensions of organizational effectiveness, including return on assets, most admired, job satisfaction and personal satisfaction are related to specific aspects of leader characteristics, organizational culture and multicultural management style.

A charity’s core purpose is legally mandated and delivery thereof is not a corporate social responsibility (CSR) activity which, by definition, is voluntary in nature. Any CSR activity not required by law should be “incidental” and be an outcome of a core purpose/object and not a focus of activity. The purpose of this study, therefore, is to address the lack of research into voluntary CSR activities conducted by charities so that charities might have a clearer operating platform and do not involuntarily contravene legislation.

This was an exploratory investigation using purposive sampling of senior leaders in UK charities. This study uses a case study approach to identify pragmatic areas of concern and also identify practical actions.

The conventional hierarchical ordering of Carroll’s CSR pyramid (1991) for profit-focussed organisations were found to be inconsistent with those for charitable organisations which were: ethical, legal, economic and philanthropic/voluntary/incidental.

This was an exploratory study and would benefit from further investigation.

Corporate social responsibility actions undertaken by charities need to be carefully evaluated to ensure that they comply with the core charitable purpose or are incidental.

Many employees in charities are motivated by social justice; however, they need to be cautious that they do not exceed the core purpose of the charity.

To the best of the authors’ knowledge, no research was identified which has addressed the fundamental issue of charities’ core purposes and the extent to which charities might legally undertake CSR activities.