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Business Executives (business + executive)
Selected AbstractsCorporate social responsibility in host countries: a perspective from American managersCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 1 2007Robert L. Engle Abstract This paper examines the beliefs of 56 US-based senior international business executives regarding the importance of multinational corporations' involvement in the improvement of host countries' human rights, poverty, education, health care and environment. The results of this pilot study suggest that all five areas are considered important, with the environmental responsibilities of MNCs being perceived as the most important of these five areas. Little significant difference was found with regards to the executives' views of importance based on either their having lived overseas or based on the international component of their current job activity, with one exception: those executives with more than 50% of their job involving international activities believed that MNCs had a significantly greater environmental responsibility in host countries than did those with less job-related international activity. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Examining the Antecedents and Consequences of CIO Strategic Decision-Making Authority: An Empirical Study,DECISION SCIENCES, Issue 4 2008David S. Preston ABSTRACT Despite the strategic importance of information technology (IT) to contemporary firms, chief information officers (CIO) often still have varying degrees of strategic decision-making authority. In this study, we apply the theory of managerial discretion to define CIO strategic decision-making authority and argue that the CIO's level of strategic decision-making authority directly influences IT's contribution to organization performance. We also draw on the power and politics perspective in the strategic decision-making literature to identify the direct antecedents to the CIO's strategic decision-making authority. A theoretical model is presented and empirically tested using survey data collected from a cross-industry sample of 174 matched pairs of CIOs and top business executives through structural equation modeling. The results suggest that organizational climate, organizational support for IT, the CIO's structural power, the CIO's level of strategic effectiveness, and a strong partnership between the CIO and top management team directly influence the CIO's level of strategic decision-making authority within the organization. The results also suggest that the CIO's strategic decision-making authority in the organization directly influences the contribution of IT to firm performance and that effective CIOs have a greater influence on IT's contribution when provided with strategic decision-making authority. [source] Philanthropy, social capital or strategic alliance?INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 3 2002The involvement of senior UK business executives with the voluntary sector, implications for corporate fundraising Although corporate fundraising is popular there has been very little discussion in the voluntary sector literature of its context. Using questionnaire data from senior executives representing one-third of the FTSE350 companies, and in-depth interviews with a number of top level business men, this paper reports the first UK survey of the personal involvement of senior executives with charities, voluntary and community organisations,[Walker, C. and Pharoah, C. (2000) ,Making time for charity: A survey of top business leaders' involvement with voluntary organisations', Charities Aid Foundation, Kent.] and pinpoints messages about corporate involvement which may help fundraisers develop corporate fundraising strategies. The data give the first indications of how many of the UK's top business executives give time to charity, how much time they give and what they do. It also addresses what there is to gain for and from the charity, the senior executive and their company. The results present a picture of widespread and enthusiastic involvement of senior executives with the voluntary sector; a picture of both a deep personal commitment and of a strong sense of corporate benefit. The survey also raises several important issues and implications for corporate fundraising: should charities be doing more to attract top executives into an active relationship with them? How can they do this? What are the pros and cons of an alliance between corporate figureheads and charitable organisations; how might this relationship be viewed by the public; and how might it best be managed? This paper draws on the results of the survey to illustrate and discuss these issues. Copyright © 2002 Henry Stewart Publications [source] CKO wanted , evangelical skills necessary: a review of the Chief Knowledge Officer positionKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2001Nick Bontis One of the key challenges for business executives in the knowledge era is to manage intellectual capital. Drawing upon: (1) the author's personal experience as CKO of Knexa.com , the world's first knowledge exchange auction; and (2) the relatively nascent literature on the roles and responsibilities of CKOs, this paper highlights five perspectives that a CKO must embrace to be successful: (1) CKO as Knowledge Sharing Icon; (2) CKO as Trust Steward; (3) CKO as Total Trainer; (4) CKO as Techno Nerd; and (5) CKO as Number-crunching Accountant. Copyright © 2001 John Wiley & Sons, Ltd. [source] Venture Capital Availability and Labor Market Performance in Industrial Countries: Evidence Based on Survey DataKYKLOS INTERNATIONAL REVIEW OF SOCIAL SCIENCES, Issue 1 2010Horst Feldmann SUMMARY This paper finds that more readily available venture capital is likely to have lowered unemployment rates and raised employment rates in industrial countries over the period 1982 to 2003. More readily available venture capital is also likely to have lowered the share of long-term unemployed in the total number of unemployed. The magnitude of the effects appears to have been substantial. To measure access to venture capital, we use answers from surveys of senior business executives. We also employ a large number of control variables. Our regression results are robust to variations in specification and sample size. [source] Perils of religion: need for spirituality in the public spherePUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2006Paul Collins Abstract On both sides of the Atlantic, there is increased professional concern over roles in international public sector management,whether those of the policy makers, administrators or consultants. Growing numbers across many sectors feel an unprecedented crisis of identity and integrity. In international development, institutions often find themselves subordinated to the military in ever increasing conflict situations (the ,development-security complex'). Locally, the global tendency is for public administration to be ,re-engineered' on the basis of so-called ,market' values (the ,New Public Administration'). Private sector management models are, nevertheless, hardly exemplary. Corporate greed and scandals proliferate in a world featuring increasing poverty extremes, resurgence of old or advent in new diseases (e.g. HIV/Aids), environmental degradation and racism. This article takes, as its starting point, the fact that the workplace has become an insecure and alienating environment. In pursuing the relationship between spirituality and religion, the article next distinguishes between, the dogmatic, institutionalised and potentially dangerous characteristics of many religions and the more intuitively contemplative character of spirituality with its stress on awareness of self, impact on others and feeling of universal connectedness. Bearing in mind the often extremism as well as variety of religions (as distinct from spirituality), the second section examines the interrelationship between the two. A number of models are advanced concerning relationships between belief, belonging, salvation and ritual. It is argued that attention needs to be given to the inner side of religion, which requires individuals to embark on a spiritual journey through contemplation and reflection, rather than the more visible side of religion expressed in ritual. In sum, spiritual dialogue is offered as a way forward and as a mechanism for building spiritual community through engagement. The final part of the article focuses on a trans-Atlantic spiritual engagement initiative. Faith-based discussion groups have been formed amongst business executives and professionals in USA (the Woodstock Business Conference promoted out of Georgetown University) and more recently in the City of London at the St Paul's Cathedral Institute (the Paternoster Pilot Group). These aim to develop more meaningful work orientation: rediscovery of higher purpose and its relevance to restoration of ethical business and public service values, as well as better integration of personal and social domains. Copyright © 2006 John Wiley & Sons, Ltd. [source] | |||||||||||||