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Chief Executive (chief + executive)
Terms modified by Chief Executive Selected AbstractsLondon Business School Roundtable on Shareholder Activism in the U.K.JOURNAL OF APPLIED CORPORATE FINANCE, Issue 2 2006Article first published online: 16 JUN 200 Finance scholars have produced little evidence of the effectiveness of direct attempts by institutional shareholders to improve corporate performance. What studies we have,focused mainly on the activities of U.S. pension funds,show no clear effect on shareholder returns. But a new study of shareholder activism in the U.K. looks promising. The subject of the study is a "Focus Fund," launched in 1998 by the U.K. investment firm Hermes, whose aim is to identify underperforming companies, propose changes to their managements and boards, and,in contrast to the practices of the best-known U.S. shareholder activists,work mainly "behind the scenes" with the companies to bring about those changes. In keeping with the more private nature of U.K. activism, which reflects in part the fewer restrictions on communication between companies and their investors than in the U S., the study's method of investigation is also notably different from the methods used in studies of U.S. investors. Four academics were allowed to examine Hermes' records of its "engagements" with companies, including letters, recordings and transcripts of telephone conversations, and the staff's personal notes and recollections. Using this information, the researchers show that the Fund has been remarkably successful in bringing about three kinds of proposed changes: replacements of CEOs and Chairmen; changes in investment and financial policies (mainly increased payouts and more disciplined capital spending); and restructurings (typically leading to greater corporate focus). Of equal importance, the study also shows that the market reaction to the announcement of such changes has been significantly positive, and that the cumulative effect of these positive reactions accounts for as much as 90% of the Fund's impressive "alpha," or market out-performance, over its eight-year life. The first public presentation of these findings took place on February 9 at the inaugural event of the London Business School's Center for the Study of Corporate Governance. In our account of the event, an overview of the study's findings by two of its authors is followed by an "insider's" view of the Hermes' success story (presented by the Chief Executive of the Fund from 2002,2004) and a panel discussion of the general import of the findings featuring four distinguished practitioners. [source] Affect of Regime Changes on Nonstate Actors in Taiwan,Hong Kong Relations (1997,2010): Publicly and Privately Affiliated Think Tanks As Case StudiesASIAN POLITICS AND POLICY, Issue 4 2010Simon Xuhui Shen The article reviews the roles of nonstate actors (NSAs) in general in Taiwan,Hong Kong relations during the administration of Hong Kong Special Administrative Region's first Chief Executive, Tung Chee-hwa (1997,2003), in order to explore the contributions and limitations of these agencies in constructing political spaces between Hong Kong and Taiwan. The first part of the article explains the reasons behind the short appearance of NSAs in Taiwan,Hong Kong relations after 1997. The second part, the case studies, looks at two selected NSAs: the Hong Kong Policy Research Institute in Hong Kong and the Friends of Hong Kong and Macau Association based in Taipei. The reasons for the setbacks they faced after 2003 and their possible roles following leadership changes in Hong Kong and Taiwan in the run-up to 2010 will be analyzed in the last section. [source] The Institutional Determinants of the Path to Political Reform in Hong Kong SARASIAN POLITICS AND POLICY, Issue 2 2010Charn Wing Wan The political economy of political reform in Hong Kong is characterized by the persistent contradictory imperatives and conflicts of ideology between the pro-democracy camp and the Beijing-backed Hong Kong government. On December 29, 2007, the Standing Committee of the National People's Congress of the People's Republic of China ruled out universal suffrage for both the selection of the Chief Executive of Hong Kong and the election of the legislative councilors before 2016 and stated that the earliest possible dates for the election of the Chief Executive and the legislative councilors would be 2017 and 2020, respectively. This article suggests that the constitutional institutions (formal and informal) that have evolved from Hong Kong's colonial past restrain the sets of choices for its political reform, and that unless the pro-democracy camp falls in line with Chinese central government's positions, the status quo in the political system will remain for years to come. [source] Developing the role of schools as research organisations: the Sunfield experienceBRITISH JOURNAL OF SPECIAL EDUCATION, Issue 2 2007Barry Carpenter We are entering a new phase in learning about childhood disabilities. While we have found out much of what we need to know about their causes and aetiology, solutions to many of the challenges we will face in the future will come from the evidence base held by practitioners. Practitioners are ideally placed to carry out ,real world' research but they often need support in carrying out setting-based enquiry. In this article, Barry Carpenter, Chief Executive and Director of Research at Sunfield, discusses the relationship between academic and practitioner research and the role of practitioners as researchers. He goes on to explore the development of a research culture in special schools, focusing on Sunfield, a residential special school for children with severe and complex learning disabilities. Barry Carpenter shows how research projects at Sunfield have generated evidence which has guided the school's development. The inter-disciplinary approach adopted in this setting has encouraged involvement in research from many staff in diverse professions throughout the school. [source] Early childhood intervention: possibilities and prospects for professionals, families and childrenBRITISH JOURNAL OF SPECIAL EDUCATION, Issue 4 2005Barry Carpenter In March 2005, Barry Carpenter, OBE, Chief Executive and Director of Research at Sunfield, an education and residential care centre for children with severe and complex learning needs, gave his inaugural professional lecture at University College Worcester. This article is based on that lecture. In it, Barry Carpenter reviews international trends in early childhood intervention and relates these to changing patterns of childhood disability, family needs, practitioner-led service development and Government policy initiatives. He describes a political climate in the UK which is ripe for the development of a nationally cohesive programme of early childhood intervention and proposes a number of key factors hat are crucial to the consolidation of the plethora of initiatives that have taken place in the UK in recent years. These include: early interventions that are delivered from the point of diagnosis; practice that is transdisciplinary; and high quality training for professionals. At the heart of this process, however, must be the voice of the family - guiding, informing, sharing, engaging. The key to successful early childhood intervention, Barry Carpenter argues, is responsivity - to society, to its families, but most of all to its children. [source] Presidential IQ, Openness, Intellectual Brilliance, and Leadership: Estimates and Correlations for 42 U.S. Chief ExecutivesPOLITICAL PSYCHOLOGY, Issue 4 2006Dean Keith Simonton Individual differences in intelligence are consistently associated with leader performance, including the assessed performance of presidents of the United States. Given this empirical significance, IQ scores were estimated for all 42 chief executives from George Washington to G. W. Bush. The scores were obtained by applying missing-values estimation methods (expectation-maximization) to published assessments of (a) IQ (Cox, 1926; n = 8), (b) Intellectual Brilliance (Simonton, 1986c; n = 39), and (c) Openness to Experience (Rubenzer & Faschingbauer, 2004; n = 32). The resulting scores were then shown to correlate with evaluations of presidential leadership performance. The implications for George W. Bush and his presidency were then discussed. [source] Rational Management, Performance Targets and Executive Agencies: Views from Agency Chief Executives in Northern IrelandPUBLIC ADMINISTRATION, Issue 3 2001Noel Hyndman The way in which central government services are delivered in both Britain and Northern Ireland has changed significantly since 1988. Executive Agencies have been created with the aim of improving the efficiency and effectiveness of service delivery, with changes being supported by an increasing focus on the rational management model as a basis for improving management in the public sector. This paper is a case study of nine agencies within the Northern Ireland ,family of agencies' and is the first study of its type in the UK. It presents the results of a series of interviews with agency Chief Executives that attempted to identify perceptions with respect to the development, use and impact of mission statements, objectives, targets and performance measures (components of a rational management approach). The main findings of the research include: Northern Ireland Chief Executives perceive an increased focus on quantification since agencification; this focus is viewed as helpful in providing a basis for improving management; systems in practice are considered to be much more flexible than a rigid management model would normally suggest; and, it is thought that the potential adverse consequences of such an approach can be managed. [source] Contemporary Governance and Local Public Spending BodiesPUBLIC ADMINISTRATION, Issue 3 2000Alan Greer This paper draws on recent research conducted by the authors to examine the nature of board/executive relations in three different kinds of Local Public Spending Body (LPSB). Big variations are noted, between and within sectors, in the way in which boards organize themselves and the degree of power they have in relation to executives. In all organizations studied the executive played a crucial role both in managing day-to-day operations and in setting the organization's strategic direction. Chief executives exercised considerable influence over the recruitment of board members and the maintenance of consensual relations between board and executive. The dilemma of the voluntary board member with limited time and a lack of inside knowledge of the organization he/she is accountable for is examined. It is argued that the most effective boards contain members with a strong sense of their own legitimacy and enjoy a membership with a diverse range of interests and experiences. It is suggested that such models might combine the merits of greater democratic responsiveness and enhanced organizational effectiveness. [source] STOP US BEFORE WE SPEND AGAIN: INSTITUTIONAL CONSTRAINTS ON GOVERNMENT SPENDINGECONOMICS & POLITICS, Issue 3 2006DAVID M. PRIMO A distributive politics model establishes that the presence of exogenously enforceable spending limits reduces spending and that the effect of executive veto authority is contingent on whether spending is capped and whether the chief executive is a liberal or conservative. Surprisingly, when spending limits are in place, governments with conservative executives spend more than those with more liberal chief executives. Limits are welfare improving, as is the executive veto when it leads to the building of override coalitions. Using 32 years of US state budget data, this paper also establishes empirically that strict balanced budget rules constrain spending and also lead to less pronounced short-term responses to fluctuations in a state's economy. Party variables like divided government and party control of state legislatures tend to have little or no direct effect, with political institutions and economic indicators explaining much of the variation in state spending. [source] Specialist health services for people with intellectual disability in ScotlandJOURNAL OF INTELLECTUAL DISABILITY RESEARCH, Issue 8 2002E. Smiley Abstract Background People with intellectual disability (ID) are known to have a high prevalence of health needs, and to require access to specialist health services in addition to primary care and generic secondary care health services. However, there is no national database of each locality's specialist health service provision. Such a record would highlight variation in provision and enable benchmarking. Method A 15-item questionnaire was developed which included questions on ID health services and staffing levels. This was sent to the chief executive of each of the 15 identified National Health Service primary care trusts/health boards which provide ID services in Scotland. The same questionnaire was also sent to the lead clinician/clinical director of each service. The results were converted to per 100 000 population per trust and presented in cumulative frequency tables to allow benchmarking. Results A response rate of 100% was achieved. The results show a wide range in the type of services provided by each locality in Scotland. Only three services (21%) have completed the process of resettlement. There was a wide-ranging variability in the number of beds/day places and professionals employed per 100 000 population per trust. Conclusions There is widespread diversity in the service provision between different parts of Scotland. Geographical distances and responsibilities for service provision to remote and rural communities did not appear to account for these differences. [source] Nonprofit association CEOs how their context shapes what, how, and why they learnNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2007John J. Sherlock This qualitative study explored the learning experiences of twelve national nonprofit membership association CEOs using a phenomenological research design. While the professional context of an organization's chief executive is considered unique from other executive positions, the impact of this context on what and how CEOs learned was unclear. The findings describe association CEO learning as being affected in significant ways by the politically charged context in which the nonprofit association CEO operates with his or her board of directors. Power imbalances with staff and the board make learning through traditional organizational dialogue a less useful learning process for the CEOs. Furthermore, the feelings of isolation and vulnerability that are generated from the nonprofit association CEO context often cause CEOs to use private reflection and dialogue with their spouse as primary learning mechanisms. The study concludes that the association CEO context uniquely and profoundly shapes what, how, and why CEOs learn. Perhaps lacking the financial security of lucrative severance payments, which are often specified in employment contracts of for-profit CEOs, the nonprofit association CEO will often temper his or her actions to avoid personal vulnerability with a politically charged board of directors. [source] DOES POLITICAL CHANGE AFFECT SENIOR MANAGEMENT TURNOVER?PUBLIC ADMINISTRATION, Issue 1 2010AN EMPIRICAL ANALYSIS OF TOP-TIER LOCAL AUTHORITIES IN ENGLAND In many political systems the political neutrality of senior managers' tenure is often cherished as a key part of the politics-administration dichotomy and is subject to formal safeguards. We test hypotheses about the impact of political change on senior management turnover drawn from political science, public administration and private sector management theory. Using panel data to control for unobserved heterogeneity between authorities, we find that changes in political party control and low organizational performance have both separate and joint positive effects on the turnover rate of senior managers. By contrast, the most senior manager, the chief executive, is more sheltered: the likelihood of a chief executive succession is higher only when party change and low performance occur together. Thus the arrival of a new ruling party reduces the tenure of senior managers, but chief executives are vulnerable to political change only when performance is perceived as weak. [source] Getting Ready for Day One: Taking Advantage of the Opportunities and Minimizing the Hazards of a Presidential TransitionPUBLIC ADMINISTRATION REVIEW, Issue 4 2008Martha Joynt Kumar Presidential transitions make a difference to the quality of the start a chief executive has coming into office. With formal presidential transitions a reality since 1952, we have sufficient experience to identify some of the elements of an effective transition. This article focuses on how a president-elect can minimize the hazards and take advantage of the opportunities transitions offer. Opportunities and hazards can be found in the actions and commitments candidates take during their presidential campaigns, the information they gather on past transitions and on the actions of the incumbent president, the coordination they do with those in the Washington community, and their capacity to identify and take advantage of the early goodwill that exists when a new president comes into office. [source] The Odyssey of Senior Public Service: What Memoirs Can Teach UsPUBLIC ADMINISTRATION REVIEW, Issue 1 2003J. Patrick Dobel This article examines the political, psychological, and moral challenges of senior public service in the executive office. The study uses memoirs published by members of the Clinton administration. The memoirs discuss the consistent background conditions of senior public service as the personality of the chief executive, the vagaries of election cycles, the tension between staff and agency executives, and the role of the media. Senior executives adopt a number of stances to address the tension between the realities of public service and the ideals they bring. The memoirs suggest several stances, such as politics as original sin, seduction, hard work and compromise, and game. The memoirs demonstrate the high cumulative cost that public service exacts on the health and personal lives of senior officials. Finally, the study reveals a number of consistent themes about how senior appointed public officials can navigate the dilemmas and challenges of senior public service at all levels of government. [source] Executives' Views of Factors Affecting Governance Change in a Not-for-Profit SettingBUSINESS AND SOCIETY REVIEW, Issue 4 2008DAVID L. SCHWARZKOPF ABSTRACT Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not-for-profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address. [source] IDEAS AT WORK: TOTAL COMMUNICATORBUSINESS STRATEGY REVIEW, Issue 3 2010Stuart Crainer Vittorio Colao has been the chief executive of Vodafone Group for two years. He brings to the company some special experience: from 2004,2006 he was CEO of RCS MediaGroup in Milan, which publishes newspapers, magazines and books in Italy, Spain and France. Prior to RCS, he held other jobs in Vodafone, before returning in 2006. Early in his career, he served as a partner at McKinsey in Milan. Colao graduated with a business degree from Bocconi University and an MBA from Harvard Business School. Stuart Crainer talked with Colao in his office overlooking London's Paddington Station, about his views on business, the global economy and leading Vodafone. [source] INSTABILITY AND THE INCENTIVES FOR CORRUPTIONECONOMICS & POLITICS, Issue 1 2009FILIPE R. CAMPANTE We investigate the relationship between corruption and political stability, from both theoretical and empirical perspectives. We propose a model of incumbent behavior that features the interplay of two effects: a horizon effect, whereby greater instability leads the incumbent to embezzle more during his short window of opportunity, and a demand effect, by which the private sector is more willing to bribe stable incumbents. The horizon effect dominates at low levels of stability, because firms are unwilling to pay high bribes and unstable incumbents have strong incentives to embezzle, whereas the demand effect gains salience in more stable regimes. Together, these two effects generate a non-monotonic, U-shaped relationship between total corruption and stability. On the empirical side, we find a robust U-shaped pattern between country indices of corruption perception and various measures of incumbent stability, including historically observed average tenures of chief executives and governing parties: regimes that are very stable or very unstable display higher levels of corruption when compared with those in an intermediate range of stability. These results suggest that minimizing corruption may require an electoral system that features some re-election incentives, but with an eventual term limit. [source] STOP US BEFORE WE SPEND AGAIN: INSTITUTIONAL CONSTRAINTS ON GOVERNMENT SPENDINGECONOMICS & POLITICS, Issue 3 2006DAVID M. PRIMO A distributive politics model establishes that the presence of exogenously enforceable spending limits reduces spending and that the effect of executive veto authority is contingent on whether spending is capped and whether the chief executive is a liberal or conservative. Surprisingly, when spending limits are in place, governments with conservative executives spend more than those with more liberal chief executives. Limits are welfare improving, as is the executive veto when it leads to the building of override coalitions. Using 32 years of US state budget data, this paper also establishes empirically that strict balanced budget rules constrain spending and also lead to less pronounced short-term responses to fluctuations in a state's economy. Party variables like divided government and party control of state legislatures tend to have little or no direct effect, with political institutions and economic indicators explaining much of the variation in state spending. [source] STRATEGIC PLANNING AND PERFORMANCE: AN EXPLORATORY STUDY OF HOUSING ASSOCIATIONS IN NORTHERN IRELANDFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2009Roger Courtney Based on qualitative data this paper explores the resons for the non-profit housing sectors enthusiastic embrace of strategic planning practices. Evidence is presented on the use of specified techiniques by housing associations in Northeren Ireland and their impact on the performance of the assocaitions. Without dismissing rational goel seeking explanations for adoption, the study concludes the strategic planning is also a legimation seeking practice. Evidence suggest that the contested nature of performance in the non-profit sector makes it hard for chief executives to sustain a rational goal based argument for adopting strategic planing. [source] Governing in the Media Age: The Impact of the Mass Media on Executive Leadership in Contemporary Democracies1GOVERNMENT AND OPPOSITION, Issue 1 2008Ludger Helms The effects of old and new media on governing and executive leadership have remained curiously under-studied. In the available literature, assessments prevail that consider the media to have developed a strongly power-enhancing effect on incumbent chief executives. A careful reconsideration of mass media effects on the conditions and manifestations of political leadership by presidents and prime ministers in different contemporary democracies suggests that the media more often function as effective constraints on leaders and leadership. Overall, the constraining effects of the traditional media have been more substantial than those generated by the new media. While there are obvious cross-national trends in the development of government,mass media relations, important differences between countries persist, which can be explained to some considerable extent by the different institutional features of contemporary democracies. [source] The "strong leadership" of George W. BushINTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 3 2008Fred I. Greenstein Abstract This paper further explores the phenomenon of the "strong leader" by presenting an account of President George W. Bush, whose early conduct in the White House seemed far from strong, but who rose to the challenge of the terrorist attacks on the US of September 11, 2001 and began to preside with authority and assertiveness over an administration that went to great lengths to put its stamp on the national and international policy agendas, but was intensely controversial in the policies it advanced. The paper provides a three dimensional account of Bush, reviewing his early years, political rise and presidential performance, and then analyzes his leadership style in terms of six criteria that have proven useful for characterizing and assessing earlier chief executives , emotional intelligence, cognitive style, effectiveness as a public communicator, organizational capacity, political skill, and the extent to which the president is guided by a realistic policy vision. Copyright © 2008 John Wiley & Sons, Ltd. [source] Presidential IQ, Openness, Intellectual Brilliance, and Leadership: Estimates and Correlations for 42 U.S. Chief ExecutivesPOLITICAL PSYCHOLOGY, Issue 4 2006Dean Keith Simonton Individual differences in intelligence are consistently associated with leader performance, including the assessed performance of presidents of the United States. Given this empirical significance, IQ scores were estimated for all 42 chief executives from George Washington to G. W. Bush. The scores were obtained by applying missing-values estimation methods (expectation-maximization) to published assessments of (a) IQ (Cox, 1926; n = 8), (b) Intellectual Brilliance (Simonton, 1986c; n = 39), and (c) Openness to Experience (Rubenzer & Faschingbauer, 2004; n = 32). The resulting scores were then shown to correlate with evaluations of presidential leadership performance. The implications for George W. Bush and his presidency were then discussed. [source] DOES POLITICAL CHANGE AFFECT SENIOR MANAGEMENT TURNOVER?PUBLIC ADMINISTRATION, Issue 1 2010AN EMPIRICAL ANALYSIS OF TOP-TIER LOCAL AUTHORITIES IN ENGLAND In many political systems the political neutrality of senior managers' tenure is often cherished as a key part of the politics-administration dichotomy and is subject to formal safeguards. We test hypotheses about the impact of political change on senior management turnover drawn from political science, public administration and private sector management theory. Using panel data to control for unobserved heterogeneity between authorities, we find that changes in political party control and low organizational performance have both separate and joint positive effects on the turnover rate of senior managers. By contrast, the most senior manager, the chief executive, is more sheltered: the likelihood of a chief executive succession is higher only when party change and low performance occur together. Thus the arrival of a new ruling party reduces the tenure of senior managers, but chief executives are vulnerable to political change only when performance is perceived as weak. [source] THE GOVERNANCE CHALLENGES OF SOCIAL ENTERPRISES: EVIDENCE FROM A UK EMPIRICAL STUDYANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 2 2009Roger Spear ABSTRACT:,The social enterprise sector in the UK is going through a period of rapid growth, and is being seen by government as another important vehicle for delivering public services. As a result the issue of public trust in social enterprise is of growing importance. While there is a growing literature on the governance of voluntary and non-profit organizations, with some exceptions (e.g. co-operatives) there has been little research on the governance challenges and support needs of social enterprises. The research reported here aimed to help fill that gap. Based on interviews and focus groups with governance advisers, board members and chief executives it explores the typical governance challenges faced by social enterprises. Based on the research the paper develops a new, empirically-grounded typology of social enterprises based on their origins and development path, and presents findings about some of the governance challenges that are common across the sector and some that are more distinctive to the different types of social enterprise. [source] | ||||||||||||||||