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Article
Publication date: 1 January 2003

FAYEZ A. ELAYAN, JAMMY S.C. LAU and THOMAS O. MEYER

Incentive‐based executive compensation is regarded as a mechanism for alleviating agency problems between executives and shareholders. Seventy‐three New Zealand (NZ…

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1003

Abstract

Incentive‐based executive compensation is regarded as a mechanism for alleviating agency problems between executives and shareholders. Seventy‐three New Zealand (NZ) listed companies are used to examine the relationship between executive incentive compensation schemes (ICS) and firm performance. The results suggest that neither compensation level nor adoption of an ICS are significantly related to returns to shareholders or ROA. However, there is a statistically significant relationship between Tobin's q and both CEO compensation and executive share ownership. Further, the evidence suggests the recent compensation disclosure requirements in NZ are not yet stringent enough to allow adequate analysis of the link between ICSs and corporate performance.

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Studies in Economics and Finance, vol. 21 no. 1
Type: Research Article
ISSN: 1086-7376

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Article
Publication date: 28 October 1994

Thomas O. Meyer

This research examines the ability of firms to utilize the existing primary U.S. metal futures markets indecreasing variability of spot metal positions. The focus of the…

Abstract

This research examines the ability of firms to utilize the existing primary U.S. metal futures markets indecreasing variability of spot metal positions. The focus of the analysis is on those twenty‐one U.S. cash metals listed in the Wall Street Journal which have an intrinsicrelation with (at least) one of the six primary metal futures markets.Hedging is deemed effective if variance of hedged returns is significantly lower than the cash‐postion return variance. Both risk‐minimizing and “naive” futures hedge postions are analyzed. On a realized return basis the direct off setting hedges prove to be effective in almost 93 percent of the forty‐two comparisons examined.

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American Journal of Business, vol. 9 no. 2
Type: Research Article
ISSN: 1935-5181

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Book part
Publication date: 13 August 2018

Robert L. Dipboye

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The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

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Book part
Publication date: 5 April 2019

Hokyu Hwang, Jeannette A. Colyvas and Gili S. Drori

The social sciences and institutional theory have seen the proliferation of the term actor and the profusion of its meanings. Despite the importance and ubiquity of actor…

Abstract

The social sciences and institutional theory have seen the proliferation of the term actor and the profusion of its meanings. Despite the importance and ubiquity of actor in institutional theory, the term is largely taken-for-granted, which has stunted the development of institutional theories of actors. The authors aspire to spur theorization of actor in institutional theory in the hope of carving out institutional theories of actor in the collective research agenda. The authors first contextualize their interest in actor in institutional theory and discuss the intellectual context within which the authors put this agenda forward. The authors briefly sketch out the main themes that would provide fruitful areas of inquiry in this new agenda and bring together a variety of strands in institutional theory with a clear focus on the relationship between institutions and actors. The authors conclude by discussing the contributions included in the volume.

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Agents, Actors, Actorhood: Institutional Perspectives on the Nature of Agency, Action, and Authority
Type: Book
ISBN: 978-1-78756-081-9

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The Handbook of Road Safety Measures
Type: Book
ISBN: 978-1-84855-250-0

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Book part
Publication date: 20 June 2017

David Shinar

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Traffic Safety and Human Behavior
Type: Book
ISBN: 978-1-78635-222-4

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Article
Publication date: 1 March 1985

Tomas Riha

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and…

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Abstract

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

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International Journal of Social Economics, vol. 12 no. 3/4/5
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 1 July 2006

Helena D. Cooper‐Thomas and Neil Anderson

The aim of this paper is threefold: to provide an overview of organizational socialization (OS) research; to present a new model of OS focusing on successful outcomes; and…

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Abstract

Purpose

The aim of this paper is threefold: to provide an overview of organizational socialization (OS) research; to present a new model of OS focusing on successful outcomes; and finally to draw from both of these to suggest practical steps for both organizations aiming to socialize newcomers, and for newcomers themselves.

Design/methodology/approach

A summary literature review of the OS literature post‐entry, focusing on organizational, insider and newcomer actions.

Findings

The literature is used to develop and propose a new model of OS success, with five OS success indicators. Testable relationships are proposed between these indicators and both five learning domains and five learning sources.

Research limitations/implications

The research model has not been tested empirically. Further, the fifth success indicator, external representation, is a new and untested concept in the OS literature.

Practical implications

The paper provides a model that managers and newcomers may find useful to successfully negotiate the OS process. Further, the third section of the manuscript extensively discusses practical implications from the model and more broadly from the initial literature review.

Originality/value

The model proposed is novel and raises the important issue of appropriate OS success indicators. New propositions are made regarding relationships between learning sources and domains with these success indicators. This testable model is a valuable resource for researchers. Further, for managers, whether newcomers themselves or responsible for newcomers, the model provides a framework for considering what they are aiming to achieve and how they might get there.

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Journal of Managerial Psychology, vol. 21 no. 5
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 1 October 2007

Arménio Rego, Miguel Pina E. Cunha and Solange Souto

This paper shows how the perceptions of people regarding five dimensions of workplace spirituality (team’s sense of community, alignment with organizational values, sense…

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Abstract

This paper shows how the perceptions of people regarding five dimensions of workplace spirituality (team’s sense of community, alignment with organizational values, sense of contribution to society, enjoyment at work, and opportunities for inner life) predict affective, normative, and continuance commitment, as well as self‐reported individual performance. One sample in Portugal and another in Brazil were collected. The findings show that employees’ perceptions of workplace spirituality predict significant variance of commitment and individual performance in both samples. The empirical evidence suggests that workplace spirituality is a pertinent construct for researchers and an important concern to be taken into account by managers.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 5 no. 3
Type: Research Article
ISSN: 1536-5433

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Book part
Publication date: 1 September 2015

Howard Lune

How do transnational social movements organize? Specifically, this paper asks how an organized community can lead a nationalist movement from outside the nation. Applying…

Abstract

How do transnational social movements organize? Specifically, this paper asks how an organized community can lead a nationalist movement from outside the nation. Applying the analytic perspective of Strategic Action Fields, this study identifies multiple attributes of transnational organizing through which expatriate communities may go beyond extra-national supporting roles to actually create and direct a national campaign. Reexamining the rise and fall of the Fenian Brotherhood in the mid-nineteenth century, which attempted to organize a transnational revolutionary movement for Ireland’s independence from Great Britain, reveals the strengths and limitations of nationalist organizing through the construction of a Transnational Strategic Action Field (TSAF). Deterritorialized organizing allows challenger organizations to propagate an activist agenda and to dominate the nationalist discourse among co-nationals while raising new challenges concerning coordination, control, and relative position among multiple centers of action across national borders. Within the challenger field, “incumbent challengers” vie for dominance in agenda setting with other “challenger” challengers.

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Research in Social Movements, Conflicts and Change
Type: Book
ISBN: 978-1-78560-359-4

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