Toward a model for relating executive career experiences and firm
performance.
Within certain constraints, it is widely accepted that decision
makers have significant influence on a firm's performance (Astley
and Van de Ven, 1983). According to March and Simon (1958), . . .
CVP analysis: a new look. (cost volume profit)
Cost Volume Profit analysis (CVP) is one of the most hallowed, and
yet one of the simplest, analytical tools in management accounting. In a
general sense, it provides a sweeping financial overview of . . .
Are women really more ethical than men? Maybe it depends on the
situation.
Over the years U.S corporations have been caught engaging in
unethical and in many cases illegal acts such as tax evasion, contractor
fraud, "golden handcuffs" and "parachutes," overly
large . . .
Words and deeds of organizational change.
In addition to bricks and mortar, organization charts and company
manuals, an organization is also composed of cognitive frameworks. When
change is needed in an organization it is likely the culture . . .
Shareholder governance proposals and conflict of interests
between inside and outside shareholders.
Shareholder activism in the form of shareholder sponsored governance
proposals is becoming increasingly popular. Investors Research
Responsibility Center (IRRC), a non-profit organization which . . .
Financial theory and practice in the application of TQM: the case
of IBM Rochester. (Total quality management)
As a management tool, Total Quality Management (TQ, M) has its
origins in statistical quality control theory (Walton, 1986). Later, it
was applied with great success in Japan to corporate . . .
Age bias in assessment center ratings.
Due to the changing demographics of the labor force, more and more
organizations are recognizing the need to effectively manage diversity
in order to remain competitive. Increasing attention is being . . .
Women in management and firm financial performance: an
exploratory study.
Modern business is clearly conducted in uncertain contexts.
Today's firms are faced with ever increasing international
competitive pressures, unstable capricious markets, new and . . .
The relationships between generic and time-based strategies and
performance.
Scholars and practitioners alike have converged on the notion that
competitive advantage can be attained through the superior use of time.
For instance, Japanese firms are able to design, develop, . . .
Economic Value Added (EVA super TM): an empirical examination of
a new corporate performance measure.
Is there a single measure of corporate performance enabling investors
to identify investment opportunities and motivate managers to make
value-added business decisions? Obviously, this is a question . . .
CEO perceptions of strategic leadership.
By their nature strategic decisions deal with the long-term health
and vitality of the total organization. They are the most important
decisions that executives make and, therefore, normally fall . . .
Toward an understanding of loyalty: the moderating role of
trust.
Gaining and holding a loyal customer base is a key corporate
challenge in an increasingly competitive marketplace. Customers dictate
profits, and how the customer is treated and how the company backs . . .
Managing emotions in the workplace.
Over the past ten years, increasing attention has been given to how
workers express emotions in a variety of work settings (Ashforth and
Humphrey, 1995; Rafaeli and Sutton, 1987, 1989; Sutton, 1991; . . .
The effect of "inner" and "outer" TMT size on
the performance of international firms. (top management team)
In a recent study that examined the moderating role of environmental
turbulence and discretion on the relationship between top management
team (TMT) size and firm performance, Haleblian and . . .
The effect of individual differences on technological
training.
The importance of information technology (IT) in our work lives grows
daily. More and more tasks, once completed by hand, are being turned
over to machines. However, these machines do not run . . .
Strategic planning in third-sector organizations.
The third-sector organization has evolved as an increasingly
important influence on contemporary America. This type of organization
is one of three relatively distinct organization groups in . . .
The control of strategy in dynamic versus stable
environments.
Executives formulate and implement strategy in complex and uncertain
circumstances. They decide and act knowing that ignored or
misinterpreted information may invalidate the premises underlying . . .
Synergy from A to Z, ABC to ZBB. (cost management and
budgeting)
Back in the 1970s, Zero-base budgeting (ZBB) was very much in the
news. It was first popularized in the 1970s (Pyhrr, 1970) as a means of
justifying expenditures and allocating resources starting . . .
Technological adoption in dynamic environments: the case of
not-for-profit and for-profit hospitals.
The hospital industry has undergone fundamental change in the past
ten years and currently faces an increasingly turbulent environment
(Ginn, 1990; Zinn et al., 1994; Johnson, 1995; Sumner and . . .
The role of organizational climate in the implementation of Total
Quality Management.
Total Quality Management (TQM) provides a paradigm shift in
management philosophy for improving organizational effectiveness (Byrne,
1992; Gagne, 1983; Lowe and Masseo, 1986). TQM focuses the efforts . . .
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