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Article
Publication date: 13 September 2023

Rishi Kappal and Dharmesh K. Mishra

Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative…

Abstract

Purpose

Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative needs of CXOs, the work–life balance and hence career progression. This paper aims to examine the impact of remote working on executive isolation impacting the collaborative needs, work–life balance and career of CXOs from organizations in India.

Design/methodology/approach

Qualitative research approach was adopted for the study. The respondents based on inclusion criteria were selected through purposive sampling. The survey was administered to 50 CXOs representing multinational companies in India, of which 45 CXOs responded. The data was analyzed using MAXQDA 2022 (Verbi Software, Berlin, Germany).

Findings

Companies try to save costs by promoting remote working but might countermine its implications on CXOs collaborative needs, work–life balance and career slowdown. Businesses are now able to hire CXOs and other people who do not physically work alongside their counterparts but at the cost of enhancing executive isolation and loss of productivity. Imposed remote working can adversely affect the CXOs interactivity and productivity, thus enhancing executive isolation and impacting career progression.

Originality/value

The remote working was mandatory during the pandemic but became a practice henceforth. The impact of remote working on the CXOs collaborative needs, work–life balance and career progression has largely been unstudied. There is limited awareness about impact of remote working on executive isolation and its multiplier effect impacting the CXOs careers and it is an inward challenge which needs to be mitigated by the companies. This aspect can lead to the CXOs not being able to achieve their objectives, making the organizations lose trust on their ability to lead and eventually slowing down their career progression, due to remote working led executive isolation.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 4 July 2023

Aziz Yousif Shaikh, Robert Osei- kyei, Mary Hardie and Matt Stevens

This paper systematically reviewed research work on drivers of teamwork, which will reinforce construction work teams to enhance workers’ safety performance. This study adds to…

Abstract

Purpose

This paper systematically reviewed research work on drivers of teamwork, which will reinforce construction work teams to enhance workers’ safety performance. This study adds to the existing but limited understanding of teamwork drivers on construction workers’ safety performance. This paper presents scholars and industry-based professionals with critical initiatives that have to be implemented in organisations to get positive results in safety while working in teams with an emphasis on systems drivers of teamwork on safety performance at the organisational level, which will help in providing information on the functioning of the teams and contribute towards improved safety performance of team workers.

Design/methodology/approach

This study aims to systematically examine the existing body of knowledge on drivers of teamwork by analysing 53 publications from the years 1997–2021. The Scopus search engine was used to conduct a systematic review and germane publications were collated.

Findings

According to the findings of the review, since 1997, there has been a burgeoning concern in the research of drivers of teamwork and its impact on workers’ safety performance. After performing a systematic review, 37 drivers of teamwork were identified. The top five drivers are effective communications, team workers’ relations, leadership, shared knowledge and information, and team training. Moreover, it was noted that the United States and Australia have been the international regions of focus for most of the research in the area of drivers of teamwork from the years 1997–2021. The 37 drivers of teamwork are distributed into six major socio-technical components: people drivers; culture drivers; metrics drivers; organisational and management practices and procedures drivers; infrastructure drivers and technology drivers.

Practical implications

The results reported present research scholars and professional practitioners with an overview of the drivers of teamwork that could be implemented in the construction industry to streamline potential implementations and improve safety performance of construction workers.

Originality/value

A list of teamwork drivers has been developed to ratify potential empirical research in the area of construction safety. The results would contribute to the existing but restricted understanding of drivers of teamwork in the construction industry.

Details

International Journal of Building Pathology and Adaptation, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-4708

Keywords

Article
Publication date: 19 January 2024

Ismaanzira Ismail and Effiezal Aswadi Abdul Wahab

This paper aims to examine whether the cooperation between female chief financial officers (CFO) and the proportion of female directors would impact investment efficiency. The…

Abstract

Purpose

This paper aims to examine whether the cooperation between female chief financial officers (CFO) and the proportion of female directors would impact investment efficiency. The investigation is grounded in the increasing number of female top managers globally and the notion that female tends to cooperate more with other female than with male.

Design/methodology/approach

This study uses publicly listed firms in Bursa Malaysia from 2016 to 2020, which yielded a sample of 2,022 firm-year observations. The authors used multivariate ordinary least square regression to test the relationship, and to correct for the selection bias, the Heckman selection and PSM test were used.

Findings

The authors find a positive relationship between female CFOs and investment efficiency. A higher proportion of female directors accentuates this result. The findings support the homophily argument that similar characteristics (gender) promote cooperation. This shows that cooperation between female CFOs and directors improves investment efficiency. The results suggest that the improvement in investment efficiency could relate to higher managerial discretion for female CFOs and their ability to collaborate with female directors. These results are robust to a series of additional endogeneity tests. The findings have important implications for policymakers and firms to encourage more appointments of females in top management positions.

Originality/value

By highlighting the cooperation between female CFOs and female directors, this study contributes to the understanding that cooperation among females improves investment efficiency.

Details

Meditari Accountancy Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-372X

Keywords

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