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Outlines previous research on the links between board composition, firm performance and chief executive officer (CEO) compensation, and presents a study of CEO pay‐performance sensitivity, board independence and performance in the US banking industry. Explains the methodology and presents the results, suggesting that for large bank holding companies with average performance, increased board independence reduces pay‐performance sensitivity because internal monitoring is sufficient without extra alignment incentives. Adds that when performance is poor this no longer holds true and compensation contracts are then used to align the interests of managers and shareholders.

Addresses the question of how well the banking industry in Australia understands the needs of their business customers. It is based on a nationwide survey of chief executive officers of 2,500 business firms and 25 banks conducted during 1996. In the survey, both groups were asked to rank those factors they consider most important in the bank selection process. Overall, significant differences were found in six out of 15 factors. When the responses were analyzed on the basis of market segment served, we found that Australian bankers have missed the mark when it comes to the issues of competitive prices and service delivery. These results will no doubt have an impact on the marketing efforts of Australian banks as they move into the twentieth century. They should also be useful to firms currently operating in Australia or firms interested in doing so in the future.

Regardless of their motives, acquiring firms almost always have to offer a premium to the shareholders of the acquired firm in acquisitions. That is, the value of the securities or cash paid by the acquirers is higher than the premerger market price of the acquired firm's common stock. The size of the merger premiums, as a percentage of the pre‐merger market price of the acquired firm's common stock, could vary from 20 per cent to 115 per cent. Several empirical studies examining the factors that determine the size of merger premiums have had limited success. Since the merger premium could affect the probability of success of a merger attempt and the wealth of the shareholders of both the acquiring and the acquired firms, continued efforts to improve our understanding of merger premium determination is essential. This paper investigates empirically the premiums paid in 66 mergers consummated between 1975 and 1979.

This chapter considers how observers can effectively and safely engage with unethical organizational behaviors. Engagement methods need to be aligned with the situational contexts of specific cases. Micro-level individual, meso-level organizational, and macro-level environmental contextual obstacles to effective and safe engagement are considered. Five types of observer ethics engagement methods are considered in the context of specific cases and contextual obstacles. Engagement methods considered are as follows: (1) evocation and framing of dialogic engagement as consistent with the identity, vision, and values of the organization; (2) win–win incentive and ethics networking methods; (3) internal and external whistle-blowing methods; (4) if the observer is in a position of organizational power, top-down forcing methods; and (5) linking of observed unethical behaviors with strong external social movements.

The achievement of a requisite return on investment (ROI) from a brand’s investment in sponsorships of sport events is becoming increasingly important. Consequently, evolving trends in the consumption of the live television broadcasts of such events (e.g. increased usage of second screens by consumers) are an important consideration. The purpose of this paper is to examine the impact of second screen use during sport broadcast consumption on important marketing outcomes (i.e. brand awareness and the perceived value and intrusiveness of sponsor brand integration), and whether effectiveness is dependent on the consumer’s level of identification with the sport being broadcast.

A 2×2 (experimental/control and high SportID/low SportID) between-subjects experimental design featuring the broadcast of a sport event as the stimuli was utilized to examine a potential interaction effect between sport identification and second screen use on three dependent variables important for sport sponsors.

Results confirmed that those with a high level of sport identification realized significantly higher levels of brand awareness for sponsors integrated into the broadcast. However, when consumers were asked to engage in second screen use, the experiment revealed a moderating effect of sport identification on the impact of second screen use, for both brand awareness and the perceived value of the brand integration.

Consumers with higher levels of sport identification are an important target of sport sponsorship activities by brand marketers. Given this, the implication that second screen use can reduce the effectiveness of important sponsorship-related outcomes such as brand awareness is a sobering result for marketers expecting a positive ROI from sponsorships of sport events.

The role of chief executive officer (CEO) personal characteristics in shaping corporate policies has attracted increasing academic attention in the past two decades. In this review, the authors synthesize extant research on CEO attributes by reviewing 232 articles published in 29 journals from the accounting, finance and management literature. This review provides an overview of existing findings, highlights current trends and interdisciplinary differences in research approaches and identifies potential avenues for future research.

To review the literature on CEO attributes, the authors manually collected peer-reviewed articles in accounting, finance and management journals from 2000 to 2021. The authors conducted in-depth analysis of each paper and manually recorded the theories, data sources, country of study, study period, measures of CEO attributes and dependent variables. This procedure helped the authors group the selected articles into themes and sub-themes. The authors compared the findings in various disciplines and provided direction for future research.

The authors highlight the role of CEO personal attributes in influencing corporate decision-making and firm outcomes. The authors categorize studies of CEO traits into three main research themes: (1) demographic attributes and experience (including age, gender, culture, experience, education); (2) CEO interactions with others (social and political networks) and (3) underlying attributes (including personality, values and ideology). The evidence shows that CEO characteristics significantly affect a wide range of specific corporate policies that serve as mechanisms through which individual CEOs determine firm success and performance.

CEO selection is one of the most crucial decisions made by corporations. The study findings provide valuable insights to corporate executives, boards, investors and practitioners into how CEOs’ personal characteristics can impact future firm decisions and outcomes that can, in turn, inform the high-stake process of CEO recruitment and selection. The study findings have significant practical implications for corporations, such as contributing to executive training programs, to assist executives and directors attain a greater level of self-awareness.

Building on the theoretical foundation of upper echelons theory, the authors offer an integrated theoretical framework to consolidate existing empirical research on the impacts of CEO personal attributes on firm outcomes across accounting and finance (A&F) and management literature. The study findings provide a roadmap for scholars to bridge the interdisciplinary divide between A&F and management research. The authors advocate a more holistic and multifaceted approach to examining CEOs, each of whom embodies a myriad of personal characteristics that comprise their unique identity. The study findings encourage future researchers to expand the investigation of the boundary conditions that magnify or moderate the impacts of CEO idiosyncrasies.