Search results

1 – 2 of 2
Article
Publication date: 1 August 2006

Marc Conrad, Tim French, Carsten Maple and Sijing Zhang

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…

Abstract

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.

Details

Interactive Technology and Smart Education, vol. 3 no. 3
Type: Research Article
ISSN: 1741-5659

Keywords

Article
Publication date: 13 September 2021

Lee M. Dunham, Tirimba Obonyo and Sijing Wei

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Managerial Finance, vol. 48 no. 1
Type: Research Article
ISSN: 0307-4358

Keywords

1 – 2 of 2