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Book part
Publication date: 13 October 2016

Richard A. Devine, Kátia de Melo Galdino and Bruce T. Lamont

This research fills a gap in the literature regarding managerial retention and performance in the context of cross-border acquisitions (CBA). Blending institutional with…

Abstract

This research fills a gap in the literature regarding managerial retention and performance in the context of cross-border acquisitions (CBA). Blending institutional with resource-based theories, this study posits that retaining acquired managers becomes more important in unfamiliar environments where the institutional infrastructure is underdeveloped. Our results support the theory. Contrary to expectations and prior research, however, the results also call into question the long-held belief that managerial retention is generally beneficial to post-acquisition performance. The findings and implications are discussed regarding managerial turnover, CBA, and the institutional environment.

Details

Mergers and Acquisitions, Entrepreneurship and Innovation
Type: Book
ISBN: 978-1-78635-371-9

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Article
Publication date: 14 November 2016

Sandra Renfro Callaghan, Chandra Subramaniam and Stuart Youngblood

This paper aims to directly test the assertion by proponents of executive stock option repricing that repricing leads to increased management retention. Previous studies find…

Abstract

Purpose

This paper aims to directly test the assertion by proponents of executive stock option repricing that repricing leads to increased management retention. Previous studies find either no effect or decreased retention following stock price repricing. This paper uses a more precise research design to re-examine the relationship between stock option retention and management retention.

Design/methodology/approach

The authors use an empirical methodology and construct a sample of 158 firms and 201 repricing events, and a control sample of 201 non-repricing firms. They then examine executive turnover in the four years following the stock option repricing event.

Findings

It was found that, consistent with agency theory, stock option repricing actually results in greater executive retention. Specifically, CEO retention is significantly greater for repricing firms relative to non-repricing firms for up to three years following the repricing date, and non-CEO executive retention is significantly greater for two years.

Research limitations/implications

Firms continue to restructure management through stock option repricing. However, recent option repricing has been undertaken during a period when the economy is in decline, making it is difficult to disentangle effects of option repricing on management retention. Hence, this paper uses repricing data from an earlier period, from 1992-1997, when the economy was good.

Originality/value

Many firms argue that when stock options are out-of-the-money and managerial talent is in demand, repricing executive stock options is necessary to retain managers. Previous studies find contradictory or no support for this view. Using a much more precise methodology, this paper shows that firms do retain managers when they reprice their options compared to when they do not.

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Review of Accounting and Finance, vol. 15 no. 4
Type: Research Article
ISSN: 1475-7702

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Book part
Publication date: 1 January 2004

Jeffrey A. Krug and Ruth V. Aguilera

This paper reviews the evolving literature on top management team effects in mergers and acquisitions (M&As). Existing research has focused on understanding why incumbent top

Abstract

This paper reviews the evolving literature on top management team effects in mergers and acquisitions (M&As). Existing research has focused on understanding why incumbent top managers depart at higher rates than normal following an acquisition and why high turnover rates have negative postacquisition performance effects. We explore two new areas of inquiry. First, we discuss the role of newly hired executives – executives hired after the acquisition. Our research indicates that executives who join target companies after an acquisition also depart more quickly than executives who join companies not previously involved in an acquisition. Acquisitions appear to create long-term instability in the target firm’s top management team – both incumbent and new-hire executives depart at higher rates than normal well into the future. Integration of the target firm often intensifies instability within the target company’s top management team. This instability affects performance and leads to further integration efforts as the firm attempts to improve performance. These additional integration activities, in turn, lead to even higher subsequent executive turnover. Second, we examine the topic of director turnover and propose a theoretical framework for understanding the relationship between acquisitions and director retention. Future research that considers the role of directors as well as executives may lead to deeper insight into the nature of turnover and integration effects in mergers and acquisitions.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-0-76231-172-9

Article
Publication date: 3 August 2021

Carole Serhan, Wissam Salloum and Nader Abdo

The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and…

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Abstract

Purpose

The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.

Design/methodology/approach

Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.

Findings

The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.

Originality/value

This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

Details

Team Performance Management: An International Journal, vol. 27 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 23 March 2011

Jayachandra Bairi, B. Murali Manohar and Goutam Kumar Kundu

The purpose of this paper is to develop and evaluate an effective employee retention plan for information technology (IT) service organizations as part of a knowledge management

2840

Abstract

Purpose

The purpose of this paper is to develop and evaluate an effective employee retention plan for information technology (IT) service organizations as part of a knowledge management (KM) strategy.

Design/methodology/approach

The employee retention plan is evaluated at three IT multi‐national companies which are providing global IT services with successful knowledge management systems (KMS) in place. Semi‐structured telephone interviews were conducted with senior managers and team leaders of three companies. The data collected is used for studying attrition and retention and its impact on KM.

Findings

The paper provides evidence of various strategic, technological, and local issues influencing the success of retention and its benefit to KM programs in global IT service companies. Organizations adapt attrition control measures for long‐term benefit. These measures help in effective KM, serving the client at lower cost with consistent service levels.

Research limitations/implications

Interviews are limited to three large companies in the IT services sector in the Bangalore (India) region. Future in depth studies would benefit from a larger and more diverse sample. It is suggested that IT service organizations develop and practice effective employee retention plans along with effective KMS.

Practical implications

To provide clear benchmarks for developing employee retention capabilities, an employee retention plan for IT services is proposed. The employee retention plan is discussed from a consistent delivery perspective and in view of effective KM practice.

Originality/value

The paper conducts an evaluation of the retention measures and provides a roadmap for future research endeavors.

Details

Journal of Systems and Information Technology, vol. 13 no. 1
Type: Research Article
ISSN: 1328-7265

Keywords

Book part
Publication date: 1 July 2014

Samantha A. Conroy, Nina Gupta, Jason D. Shaw and Tae-Youn Park

In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the…

Abstract

In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the past two decades and much progress has been made in terms of understanding its consequences for individual, team, and organizational outcomes. Our review of this research exposes several levels-related assumptions that have limited theoretical and empirical progress. We isolate the issues that deserve attention, develop an illustrative multilevel model, and offer a number of testable propositions to guide future research on pay structures.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

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Article
Publication date: 1 May 1994

Eric Sandelands

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…

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Abstract

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

Details

Library Review, vol. 43 no. 5
Type: Research Article
ISSN: 0024-2535

Article
Publication date: 1 June 2002

George K. Chacko

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange…

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Abstract

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

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Asia Pacific Journal of Marketing and Logistics, vol. 14 no. 2/3
Type: Research Article
ISSN: 1355-5855

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Article
Publication date: 3 June 2022

Yan Wang, Rong Dai, Shufang Xu and Li Luo

This paper aims to analyze the inhibitory effect of non-controlling shareholders governance mechanism on the retention of self-interest management, which provides theoretical…

1066

Abstract

Purpose

This paper aims to analyze the inhibitory effect of non-controlling shareholders governance mechanism on the retention of self-interest management, which provides theoretical support and practical basis for standardizing the control transfer behavior of listed companies and improving the governance mechanism of non-controlling shareholders.

Design/methodology/approach

Taking A-share listed companies with control transfer from 2000 to 2017 as sample, this paper investigates the strategy, path and retention consequence of the target company’s market selected top management who collude with the new controlling shareholder to avoid the risk of being taken over by control transfer.

Findings

This research explores that negative earnings management behavior may reduce the real premium of control transfer after deducting the “shell value”. The lower the real premium of control transfer after deducting the “shell value”, the higher the probability of management retention after control transfer. This paper also reveals that the real premium of control transfer after deducting the “shell value” plays complete mediation role between the negative earnings management behavior of the management and their own retention. The mediation effect of “collusion and price reduction” in the control transfer will be inversely moderated by the governance mechanism of noncontrolling shareholders including the old shareholders of the seller.

Originality/value

This paper not only constitutes a supplement to the existing literature but also provides empirical evidence for standardizing the control transfer behavior of listed companies, and making good use of the old shareholders of the seller to improve corporate governance and alleviate agency conflict after control transfer.

Details

Nankai Business Review International, vol. 13 no. 3
Type: Research Article
ISSN: 2040-8749

Keywords

Book part
Publication date: 3 October 2006

Christophe Boone, Filippo Carlo Wezel and Arjen van Witteloostuijn

The “upper echelon” literature has mainly produced static empirical studies on the impact of top management team composition on organizational outcomes, ignoring the dynamics of…

Abstract

The “upper echelon” literature has mainly produced static empirical studies on the impact of top management team composition on organizational outcomes, ignoring the dynamics of industrial demography. Organizational ecology explicitly studied the dynamics of organizational diversity at the population level, however largely ignoring how the entry and exit of executives shapes organizational diversity over time. In this paper, we try to integrate both streams of demography research and develop a multi-level behavioral theory of organizational diversity, linking selection processes at both levels of analysis. The behavioral mechanism connecting the two levels of analysis is the stylized empirical fact that small groups, including top management teams, routinely reproduce their demographic characteristics over time. We argue that, under certain conditions, the potent forces of team homogenization coevolve with those of population-level selection to sustain between-firm diversity.

Details

Ecology and Strategy
Type: Book
ISBN: 978-1-84950-435-5

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