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In this paper we present an account of an undergraduate team‐based assignment designed to facilitate, exhibit and record team‐working skills in an e‐mediated environment…
In this paper we present an account of an undergraduate team‐based assignment designed to facilitate, exhibit and record team‐working skills in an e‐mediated environment. By linking the student feedback received to Hofstede’s classic model of cultural dimensions we aim to show the assignment’s suitability in revealing the student’s multi‐cultural context. In addition to anecdotal evidence we also present a quantitative analysis that shows that the desired learning outcomes have been met. In a further discussion we show how the qualitative data collected can be used to quantitatively determine a cultural fingerprint of the groups that is useful to predict the team’s suitability for a given task in a real‐world project.
The purpose of this paper is to determine if Chief Executive Officers (CEOs) are rewarded or punished in the corporate director labor market for engaging in corporate…
The purpose of this paper is to determine if Chief Executive Officers (CEOs) are rewarded or punished in the corporate director labor market for engaging in corporate social responsibility (CSR) activities.
The authors empirically examine the relation between CEOs' CSR engagement and their corporate board appointments in retirement using logit, ordinary least squares (OLS) and Poisson regression models.
Results indicate that CSR engagement has significant director labor market consequences for retiring CEOs. Specifically, CSR engagement has a favorable impact on the ability of retired CEOs to obtain board seats and board seats at larger firms generally associated with higher pay, even after controlling for firm performance and other determinants previously documented to explain director selection. The authors also find evidence that CEOs of firms with high CSR engagement build up their firms' CSR scores over time as they approach retirement, which is consistent with the labor market for directors providing incentives to attract CEOs to board service in retirement.
By examining the relationship between a CEO's CSR engagement and their external corporate board directorships, this paper advances the understanding of the determinants of corporate board appointments. Further, while most prior research assesses the value of CSR engagement by looking at the relation between CSR engagement and that firm's performance, this is the first study to our knowledge to look outside the firm to determine if CSR engagement has value to the CEO.