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University of Pretoria
1.
[No author].
Profiles of “successful managers” held by male and
female managers in the coal mining industry
.
Degree: 2010, University of Pretoria
URL: http://upetd.up.ac.za/thesis/available/etd-03172010-141114/ 
► It is necessary to address the barriers experienced by female middle managers in the coal mining industry in order to ensure their retention and personal…
(more)
▼ It is necessary to address the barriers experienced
by female middle managers in the coal mining industry in order to
ensure their retention and personal growth. Mining in South Africa
is still a male dominated industry. Prior to 1996, women were not
allowed underground until the promulgation of the Mine Health and
Safety Act of 1996. It is almost 12 years since women were allowed
underground, but very few women are visible in management positions
in the coal production environment. A minimum of 35 middle managers
in the coal mining industry participated in both the quantitative
and qualitative part of the research. The research reveals that
human resources department is more masculine characteristic than
production, financial and technical departments. The latter three
are androgynous. Both male and female managers perceive a
“successful manager” as androgynous, a transition from “think
manager, think male”. This also contradicts a similar study carried
out in European Banks, finding female managers to be masculine.
There was no significant difference found in this research between
male and female managers regarding their perceptions of what
constitutes a “successful manager”. Findings from the research will
assist organisations in the coal mining industry to understand
barriers affecting the advancement of women in management. The
research will also provide recommendations to organisations on how
to change their cultures and work environments in order to develop
suitable environments for women managers to flourish and achieve
their potential. Copyright
Advisors/Committee Members: Cook, Jonathan (advisor).
Subjects/Keywords: UCTD;
Chief executive officer (CEO);
Institutions;
Associations
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Manager
APA (6th Edition):
author], [. (2010). Profiles of “successful managers” held by male and
female managers in the coal mining industry
. (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-03172010-141114/
Chicago Manual of Style (16th Edition):
author], [No. “Profiles of “successful managers” held by male and
female managers in the coal mining industry
.” 2010. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://upetd.up.ac.za/thesis/available/etd-03172010-141114/.
MLA Handbook (7th Edition):
author], [No. “Profiles of “successful managers” held by male and
female managers in the coal mining industry
.” 2010. Web. 17 Jan 2021.
Vancouver:
author] [. Profiles of “successful managers” held by male and
female managers in the coal mining industry
. [Internet] [Masters thesis]. University of Pretoria; 2010. [cited 2021 Jan 17].
Available from: http://upetd.up.ac.za/thesis/available/etd-03172010-141114/.
Council of Science Editors:
author] [. Profiles of “successful managers” held by male and
female managers in the coal mining industry
. [Masters Thesis]. University of Pretoria; 2010. Available from: http://upetd.up.ac.za/thesis/available/etd-03172010-141114/
University of Pretoria
2.
Mphokane, Mathesane
Seakgelo.
Profiles of
“successful managers” held by male and female managers in the coal
mining industry.
Degree: Gordon Institute of Business
Science (GIBS), 2010, University of Pretoria
URL: http://hdl.handle.net/2263/23308
► It is necessary to address the barriers experienced by female middle managers in the coal mining industry in order to ensure their retention and personal…
(more)
▼ It is necessary to address the barriers experienced by
female middle managers in the coal mining industry in order to
ensure their retention and personal growth. Mining in South Africa
is still a male dominated industry. Prior to 1996, women were not
allowed underground until the promulgation of the Mine Health and
Safety Act of 1996. It is almost 12 years since women were allowed
underground, but very few women are visible in management positions
in the coal production environment. A minimum of 35 middle managers
in the coal mining industry participated in both the quantitative
and qualitative part of the research. The research reveals that
human resources department is more masculine characteristic than
production, financial and technical departments. The latter three
are androgynous. Both male and female managers perceive a
“successful manager” as androgynous, a transition from “think
manager, think male”. This also contradicts a similar study carried
out in European Banks, finding female managers to be masculine.
There was no significant difference found in this research between
male and female managers regarding their perceptions of what
constitutes a “successful manager”. Findings from the research will
assist organisations in the coal mining industry to understand
barriers affecting the advancement of women in management. The
research will also provide recommendations to organisations on how
to change their cultures and work environments in order to develop
suitable environments for women managers to flourish and achieve
their potential. Copyright
Advisors/Committee Members: Cook, Jonathan (advisor).
Subjects/Keywords: UCTD; Chief
executive officer (CEO);
Institutions;
Associations
Record Details
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Record Details
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❌
APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Mphokane, M. (2010). Profiles of
“successful managers” held by male and female managers in the coal
mining industry. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/23308
Chicago Manual of Style (16th Edition):
Mphokane, Mathesane. “Profiles of
“successful managers” held by male and female managers in the coal
mining industry.” 2010. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/23308.
MLA Handbook (7th Edition):
Mphokane, Mathesane. “Profiles of
“successful managers” held by male and female managers in the coal
mining industry.” 2010. Web. 17 Jan 2021.
Vancouver:
Mphokane M. Profiles of
“successful managers” held by male and female managers in the coal
mining industry. [Internet] [Masters thesis]. University of Pretoria; 2010. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/23308.
Council of Science Editors:
Mphokane M. Profiles of
“successful managers” held by male and female managers in the coal
mining industry. [Masters Thesis]. University of Pretoria; 2010. Available from: http://hdl.handle.net/2263/23308
Colorado State University
3.
Glick, Margaret B.
Role of chief executive officer, The.
Degree: PhD, Education, 2011, Colorado State University
URL: http://hdl.handle.net/10217/47388
► The purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on…
(more)
▼ The purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on the role of CEO. Research on the role of CEO is conflicting and outdated, and the theory deduced by Mintzberg in the 1970s has not been continually refined and updated, a necessary process for maintaining the usefulness of a theory (Lynham, 2002). A major goal of this research was to use the insights provided by CEOs to improve our general understanding of the major roles played by CEOs and how they generally allocate their time in various critical functions. CEOs are known for being a difficult population to research, yet this study has shown they are not inaccessible. This research was also intended to serve those responsible for identifying CEO candidates, recruiting CEOs, coaching CEOs, sustaining an organization's leadership system, and developing performance matrices for Boards of Directors who are ultimately responsible for making sure the CEO is effective and efficient. To investigate the role of CEO a survey instrument was developed based on 31 roles identified in the literature. The survey was sent to CEOs selected from a purchased database by e-mail. The study focused on three research questions with the purpose of understanding the role of CEO, how CEOs allocate their time to roles, and what new roles are identified by CEOs. Eight research hypotheses were tested to understand the impact of gender, company ownership status, age, years in current job, years as CEO, and company size, on the roles agreed with and time allocations. There were a number of statistically significant findings with small effect sizes. The most significant differences were among company sizes, defined by number of employees. Because the survey instrument was developed specifically for this study it does not have a consistent or lengthy track record of valid and reliable survey scores, however, results from a factor analysis reveal high initial scores and a good basis for further instrument refinement and development. This study had implications for CEO role theory. The results provide evidence for adjusting Mintzberg's prior theorizing about the role of CEO, and in this study, many of the roles Mintzberg found were strongly supported, yet some were not. The roles of other researchers and new roles suggested by study participants add depth to Mintzberg's work and serve to update his theory for modern times. The impact of industry on the role of CEO may provide help to CEOs who change industries during their careers. Finally, this study provides implications for practice by providing benchmark data for working CEOs about what their role is and how other CEOs allocate their time to these roles.
Advisors/Committee Members: Chermack, Thomas J. (advisor), Gloeckner, Gene W. (committee member), Lynham, Susan A. (committee member), Bond, Jennifer K. (committee member).
Subjects/Keywords: CEO; role of CEO; chief executive officer
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Manager
APA (6th Edition):
Glick, M. B. (2011). Role of chief executive officer, The. (Doctoral Dissertation). Colorado State University. Retrieved from http://hdl.handle.net/10217/47388
Chicago Manual of Style (16th Edition):
Glick, Margaret B. “Role of chief executive officer, The.” 2011. Doctoral Dissertation, Colorado State University. Accessed January 17, 2021.
http://hdl.handle.net/10217/47388.
MLA Handbook (7th Edition):
Glick, Margaret B. “Role of chief executive officer, The.” 2011. Web. 17 Jan 2021.
Vancouver:
Glick MB. Role of chief executive officer, The. [Internet] [Doctoral dissertation]. Colorado State University; 2011. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/10217/47388.
Council of Science Editors:
Glick MB. Role of chief executive officer, The. [Doctoral Dissertation]. Colorado State University; 2011. Available from: http://hdl.handle.net/10217/47388
University of Pretoria
4.
[No author].
The extent to which CEO risk appetite influences
company performance
.
Degree: 2013, University of Pretoria
URL: http://upetd.up.ac.za/thesis/available/etd-02162013-171550/
► The crucial decisions that impact the performance of an organisation are usually taken by the Chief Executive Officer (CEO). However, little is known about the…
(more)
▼ The crucial decisions that impact the performance of
an organisation are usually taken by the
Chief Executive Officer
(CEO). However, little is known about the impact that a CEO's risk
appetite has on the decision making processes and its ultimate
impact on company performance. A greater understanding of the
relationship between CEO risk appetite and organisational
performance will facilitate the improvement of strategy formulation
for the purpose of managing risk appetite at an
executive level.A
qualitative exploration into the factors that have been
acknowledged as contributory aspects in the development of
executive risk appetites highlighted the aspects which had the
greatest association to the formation of CEO risk appetite. These
aspects were utilised in the formation of an interview schedule
that evaluated the perceptions of seven CEOs regarding their risk
appetite preferences.Using the findings of the CEO interviews, a
model was formulated to quantify CEO risk appetite and test its
relationship with company performance, which had been calculated
via a quantitative analysis of company financial records.The
findings of the analysis into the relationship between CEO risk
appetite and company performance indicated a positive linear
relationship between the two variables. The research findings
regarding the factors contributing to CEO risk appetite also proved
consistent with the majority of the literature on the
subject.The
implication of the findings for South African organisations will be
an improved understanding of the relationship between CEO risk
appetite and organisational performance and the ability to develop
strategy around managing this relationship.
Advisors/Committee Members: Hofmeyr, Karl (advisor).
Subjects/Keywords: UCTD;
Risk appetite;
Chief executive officer (CEO);
Company performance
Record Details
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APA ·
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Export
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Manager
APA (6th Edition):
author], [. (2013). The extent to which CEO risk appetite influences
company performance
. (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-02162013-171550/
Chicago Manual of Style (16th Edition):
author], [No. “The extent to which CEO risk appetite influences
company performance
.” 2013. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://upetd.up.ac.za/thesis/available/etd-02162013-171550/.
MLA Handbook (7th Edition):
author], [No. “The extent to which CEO risk appetite influences
company performance
.” 2013. Web. 17 Jan 2021.
Vancouver:
author] [. The extent to which CEO risk appetite influences
company performance
. [Internet] [Masters thesis]. University of Pretoria; 2013. [cited 2021 Jan 17].
Available from: http://upetd.up.ac.za/thesis/available/etd-02162013-171550/.
Council of Science Editors:
author] [. The extent to which CEO risk appetite influences
company performance
. [Masters Thesis]. University of Pretoria; 2013. Available from: http://upetd.up.ac.za/thesis/available/etd-02162013-171550/
University of Nairobi
5.
Alusa, Doreen K.
The effect of chief executive officer turnover on performance of commercial banks in Kenya
.
Degree: 2015, University of Nairobi
URL: http://hdl.handle.net/11295/94414
► Employee turnover is the movement of people into and out of the organization. CEO turnover is the frequency with which CEOs are replaced over a…
(more)
▼ Employee turnover is the movement of people into and out of the organization. CEO
turnover is the frequency with which CEOs are replaced over a given time period.
Recently engaged employees are more likely to leave than long serving employees.
Separations and their consequent replacement can be surprisingly expensive. Studies
conclude that turnovers are often treated as dependent variables and the level of
turnovers are higher in companies with low corporate performance. Longer CEO
tenure may be associated with more control of the firm and greater influence on the
board, thereby reducing the likelihood of forced CEO turnover. CEO entrenchment
makes him dominate the board and consequently pursue costly pet projects and
demand compensation packages that benefit them at the expense of shareholders. The
objective of this study was to find out whether CEO turnover affects the performance
of Commercial Banks in Kenya. The study adopted a descriptive cross-sectional
research design. The population of the study was all the 43 Commercial Banks in
Kenya and a census was carried out. Both primary and secondary data was collected
and analysed using descriptive statistics and regression analysis. The results indicate
that the relationship between CEO tenure and organizational performance is positive
though the relationship is not very strong and not significant since the P value is
greater than 0.05. R square, the Coefficient of Determination is 0.06 indicating that
only 6% of turnover falls on the regression line. The overall F test for the null
hypothesis is 1.9 indicating that there is evidence to reject the null hypothesis thus
increased CEO turnover does not impact on Commercial Bank's performance. The
findings of the study indicate that CEO turnover in commercial banks does not impact
on the overall performance of the same institution. These results are inconsistent with
other studies that document an inverse relation between the likelihood of Chief
Executive Officer (CEO) turnover and firm performance. Other studies have
concluded that this relationship is equivocal. The study concludes that performance of
the firm reveals information about a CEO’s ability to create value for shareholders.
The researcher recommends that Commercial banks should review their policies on
CEO tenure and turnover and align them to the interests of the shareholders.
Subjects/Keywords: effect of chief executive officer turnover on performance
Record Details
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Manager
APA (6th Edition):
Alusa, D. K. (2015). The effect of chief executive officer turnover on performance of commercial banks in Kenya
. (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/94414
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Alusa, Doreen K. “The effect of chief executive officer turnover on performance of commercial banks in Kenya
.” 2015. Thesis, University of Nairobi. Accessed January 17, 2021.
http://hdl.handle.net/11295/94414.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Alusa, Doreen K. “The effect of chief executive officer turnover on performance of commercial banks in Kenya
.” 2015. Web. 17 Jan 2021.
Vancouver:
Alusa DK. The effect of chief executive officer turnover on performance of commercial banks in Kenya
. [Internet] [Thesis]. University of Nairobi; 2015. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/11295/94414.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Alusa DK. The effect of chief executive officer turnover on performance of commercial banks in Kenya
. [Thesis]. University of Nairobi; 2015. Available from: http://hdl.handle.net/11295/94414
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
6.
Jesme, Shannon Martineau.
Other Duties As Assigned: Competencies Required Of Chief Financial Officers In Minnesota State Colleges And Universities.
Degree: PhD, Education, Health & Behavior Studies, 2018, University of North Dakota
URL: https://commons.und.edu/theses/2413
► ABSTRACT The purpose of this study is to explore the perspectives of chief financial officers of public higher education institutions in the Minnesota State…
(more)
▼ ABSTRACT
The purpose of this study is to explore the perspectives of
chief financial officers of public higher education institutions in the Minnesota State Colleges and Universities (MNSCU) System regarding the professional competencies required of them, whether competencies have changed over time, and how competencies are acquired to successfully fulfill the demands of their position. Beyond the essential characteristics required for a CFO (
chief financial
officer) to perform the business side of their positions effectively, there are leadership competencies that are also required. Using a qualitative approach, this study explores the perceptions of CFOs regarding the knowledge and skills required of college CFOs, how required competencies may change over time, and how CFOs acquire needed competencies to successfully fulfill the demands of their position. I studied CFOs that have worked at least five years in the CFO role in the years since 2008 as that allowed for participants who had been through multiple legislative and budget cycles. From this study five themes emerged: 1) Not As Expected, 2) Position Has Changed, 3) How CFOs Learn, 4) Working Conditions, and 5) Deepest Concern. This study was an attempt to gain understanding of CFOs and their work lives.
Advisors/Committee Members: Margaret Healy.
Subjects/Keywords: chief financial officer; executive; higher education; leadership; system; university
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Manager
APA (6th Edition):
Jesme, S. M. (2018). Other Duties As Assigned: Competencies Required Of Chief Financial Officers In Minnesota State Colleges And Universities. (Doctoral Dissertation). University of North Dakota. Retrieved from https://commons.und.edu/theses/2413
Chicago Manual of Style (16th Edition):
Jesme, Shannon Martineau. “Other Duties As Assigned: Competencies Required Of Chief Financial Officers In Minnesota State Colleges And Universities.” 2018. Doctoral Dissertation, University of North Dakota. Accessed January 17, 2021.
https://commons.und.edu/theses/2413.
MLA Handbook (7th Edition):
Jesme, Shannon Martineau. “Other Duties As Assigned: Competencies Required Of Chief Financial Officers In Minnesota State Colleges And Universities.” 2018. Web. 17 Jan 2021.
Vancouver:
Jesme SM. Other Duties As Assigned: Competencies Required Of Chief Financial Officers In Minnesota State Colleges And Universities. [Internet] [Doctoral dissertation]. University of North Dakota; 2018. [cited 2021 Jan 17].
Available from: https://commons.und.edu/theses/2413.
Council of Science Editors:
Jesme SM. Other Duties As Assigned: Competencies Required Of Chief Financial Officers In Minnesota State Colleges And Universities. [Doctoral Dissertation]. University of North Dakota; 2018. Available from: https://commons.und.edu/theses/2413
University of Pretoria
7.
Govender, Ashley.
The extent to
which CEO risk appetite influences company performance.
Degree: Gordon Institute of Business
Science (GIBS), 2012, University of Pretoria
URL: http://hdl.handle.net/2263/29677
► The crucial decisions that impact the performance of an organisation are usually taken by the Chief Executive Officer (CEO). However, little is known about the…
(more)
▼ The crucial decisions that impact the performance of an
organisation are usually taken by the
Chief Executive Officer
(CEO). However, little is known about the impact that a CEO's risk
appetite has on the decision making processes and its ultimate
impact on company performance. A greater understanding of the
relationship between CEO risk appetite and organisational
performance will facilitate the improvement of strategy formulation
for the purpose of managing risk appetite at an
executive level.A
qualitative exploration into the factors that have been
acknowledged as contributory aspects in the development of
executive risk appetites highlighted the aspects which had the
greatest association to the formation of CEO risk appetite. These
aspects were utilised in the formation of an interview schedule
that evaluated the perceptions of seven CEOs regarding their risk
appetite preferences.Using the findings of the CEO interviews, a
model was formulated to quantify CEO risk appetite and test its
relationship with company performance, which had been calculated
via a quantitative analysis of company financial records.The
findings of the analysis into the relationship between CEO risk
appetite and company performance indicated a positive linear
relationship between the two variables. The research findings
regarding the factors contributing to CEO risk appetite also proved
consistent with the majority of the literature on the
subject.The
implication of the findings for South African organisations will be
an improved understanding of the relationship between CEO risk
appetite and organisational performance and the ability to develop
strategy around managing this relationship.
Advisors/Committee Members: Hofmeyr, Karl (advisor).
Subjects/Keywords: UCTD; Risk
appetite; Chief
executive officer (CEO); Company
performance
Record Details
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Share »
Record Details
Similar Records
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« Share
❌
APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Govender, A. (2012). The extent to
which CEO risk appetite influences company performance. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/29677
Chicago Manual of Style (16th Edition):
Govender, Ashley. “The extent to
which CEO risk appetite influences company performance.” 2012. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/29677.
MLA Handbook (7th Edition):
Govender, Ashley. “The extent to
which CEO risk appetite influences company performance.” 2012. Web. 17 Jan 2021.
Vancouver:
Govender A. The extent to
which CEO risk appetite influences company performance. [Internet] [Masters thesis]. University of Pretoria; 2012. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/29677.
Council of Science Editors:
Govender A. The extent to
which CEO risk appetite influences company performance. [Masters Thesis]. University of Pretoria; 2012. Available from: http://hdl.handle.net/2263/29677
University of Pretoria
8.
Toscano, Roberta.
Board members’
attitudes to CEO arrogance.
Degree: Gordon Institute of Business
Science (GIBS), 2012, University of Pretoria
URL: http://hdl.handle.net/2263/23055
► As a CEO assumes an important role in an organization, his or her personality, with emphasis on arrogance, may affect a multitude of board members’…
(more)
▼ As a CEO assumes an important role in an organization,
his or her personality, with emphasis on arrogance, may affect a
multitude of board members’ attitudes. This study gauges the effect
of CEO arrogance on board members’ attitudes, which includes the
engagement; cohesiveness; collaboration; job satisfaction;
consensual decision making and desirability of the CEO. This
investigation drew from existing literature that personality traits
affect a leaders’ effectiveness in terms of group performance and
followers’ satisfaction (Avolio, Gardner, Walumbwa,
Luthans&May, 2004). Through experimental design, actual board
meetings were simulated and CEO arrogance was manipulated, mainly
by adapting the indicators from the Arrogance Scale in the
Workplace developed by Johnson et al. (2010). Experiments were
conducted in samples of MBA students and senior management
consultants of roughly similar demographics. The findings confirmed
that CEO arrogance has a detrimental effect on all the board
members’ attitude. Arrogance accounted for almost 60 per cent of
the board members’ attitudes ratings. This study is confirms that
an arrogant CEO negatively affects the board member dynamics which
are essential in maintaining an effective board. This urges the
organizations to acquire non-arrogant CEOs to improve the
organisation’s productivity. Alternatively, an organization can
consider alternatives to dilute a CEO’s arrogance.
Advisors/Committee Members: Price, Gavin (advisor).
Subjects/Keywords: UCTD;
Arrogance; Chief
executive officer (CEO); Board of
directors;
Attitudes
Record Details
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Record Details
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APA ·
Chicago ·
MLA ·
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CSE |
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to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Toscano, R. (2012). Board members’
attitudes to CEO arrogance. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/23055
Chicago Manual of Style (16th Edition):
Toscano, Roberta. “Board members’
attitudes to CEO arrogance.” 2012. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/23055.
MLA Handbook (7th Edition):
Toscano, Roberta. “Board members’
attitudes to CEO arrogance.” 2012. Web. 17 Jan 2021.
Vancouver:
Toscano R. Board members’
attitudes to CEO arrogance. [Internet] [Masters thesis]. University of Pretoria; 2012. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/23055.
Council of Science Editors:
Toscano R. Board members’
attitudes to CEO arrogance. [Masters Thesis]. University of Pretoria; 2012. Available from: http://hdl.handle.net/2263/23055
9.
Mattiacci, Noëllie.
Le directeur financier : Chief financial officer.
Degree: Docteur es, Droit privé et Sciences criminelles, 2015, Montpellier
URL: http://www.theses.fr/2015MONTD044
► Suite aux multiples crises économiques, le directeur financier est devenu un acteur majeur au sein de l'entreprise. Ses missions ont incontestablement évolué. Au départ, il…
(more)
▼ Suite aux multiples crises économiques, le directeur financier est devenu un acteur majeur au sein de l'entreprise. Ses missions ont incontestablement évolué. Au départ, il exerçait des missions comptables garantissant une gestion financière efficace. Aujourd'hui, il occupe des fonctions stratégiques nécessaires au développement de l’entreprise. Cette diversité des compétences lui permet d'avoir une vision globale et transversale de l'entreprise. Malgré son rôle prépondérant, aucune étude n’a été menée concernant la détermination d’un statut juridique du directeur financier. Notre analyse a pour objectif de clarifier la fonction du directeur financier. A partir de l’observation de la réalité, l’étude statique de ses fonctions complétée par une analyse dynamique de leur exécution, nous a permis de dégager un statut juridique commun à l’ensemble des directeurs financiers.
Following multiple economic crises, the Chief Financial Officer has become a major player within the company. Its missions have unquestionably evolved. Initially, he performed accounting missions ensuring effective financial management. Today, it occupies the strategic functions necessary to the development of the company. This diversity of skills allows him to have a global and cross-enterprise vision. Despite its leading role, no study was conducted concerning the determination of the legal status of Chief Financial Officer. Our analysis is aimed, to clarify the function of Chief Financial Officer. From the observation of the reality, the static study of its functions supplemented by dynamic analysis of their execution, allowed us to identify a legal statute to all financial managers
Advisors/Committee Members: Ferrier, Nicolas (thesis director).
Subjects/Keywords: Directeur financier; Responsabilité; Missions; Dirigeant; Chief financial officer; Statut; Responsability; Délégation of authority; Missions; Chief executive officer
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Manager
APA (6th Edition):
Mattiacci, N. (2015). Le directeur financier : Chief financial officer. (Doctoral Dissertation). Montpellier. Retrieved from http://www.theses.fr/2015MONTD044
Chicago Manual of Style (16th Edition):
Mattiacci, Noëllie. “Le directeur financier : Chief financial officer.” 2015. Doctoral Dissertation, Montpellier. Accessed January 17, 2021.
http://www.theses.fr/2015MONTD044.
MLA Handbook (7th Edition):
Mattiacci, Noëllie. “Le directeur financier : Chief financial officer.” 2015. Web. 17 Jan 2021.
Vancouver:
Mattiacci N. Le directeur financier : Chief financial officer. [Internet] [Doctoral dissertation]. Montpellier; 2015. [cited 2021 Jan 17].
Available from: http://www.theses.fr/2015MONTD044.
Council of Science Editors:
Mattiacci N. Le directeur financier : Chief financial officer. [Doctoral Dissertation]. Montpellier; 2015. Available from: http://www.theses.fr/2015MONTD044
Queensland University of Technology
10.
Siddiqui, Sayla Sowat.
CFO inside debt and corporate innovation.
Degree: 2013, Queensland University of Technology
URL: https://eprints.qut.edu.au/64762/
► This thesis examines the importance of CFO incentives on the value maximization of firm. It examines the association between CFO inside debt compensation i.e., CFO…
(more)
▼ This thesis examines the importance of CFO incentives on the value maximization of firm. It examines the association between CFO inside debt compensation i.e., CFO pensions and deferred compensation, and investment in corporate innovation. It finds that instead of encouraging innovation, CFO inside debt appears to have a dampening effect on investment in innovation.
Subjects/Keywords: Inside debt; Innovation; Research and Development (R&D) expenditure; Pensions; Deferred compensation; Chief Executive Officer (CEO); Chief Financial Officer (CFO)
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Manager
APA (6th Edition):
Siddiqui, S. S. (2013). CFO inside debt and corporate innovation. (Thesis). Queensland University of Technology. Retrieved from https://eprints.qut.edu.au/64762/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Siddiqui, Sayla Sowat. “CFO inside debt and corporate innovation.” 2013. Thesis, Queensland University of Technology. Accessed January 17, 2021.
https://eprints.qut.edu.au/64762/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Siddiqui, Sayla Sowat. “CFO inside debt and corporate innovation.” 2013. Web. 17 Jan 2021.
Vancouver:
Siddiqui SS. CFO inside debt and corporate innovation. [Internet] [Thesis]. Queensland University of Technology; 2013. [cited 2021 Jan 17].
Available from: https://eprints.qut.edu.au/64762/.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Siddiqui SS. CFO inside debt and corporate innovation. [Thesis]. Queensland University of Technology; 2013. Available from: https://eprints.qut.edu.au/64762/
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
NSYSU
11.
Wu, Cheng-chi.
The relationship between Say on Pay Votes and CEO compensationï¼Evidence from the insurance companies listed in the United States.
Degree: Master, Finance, 2017, NSYSU
URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0509117-145255
► We examine the impact of the Say-On-Pay (SOP) provision implemented in the United States in 2011 and the change in CEO compensation for insurance companies…
(more)
▼ We examine the impact of the Say-On-Pay (SOP) provision implemented in the United States in 2011 and the change in CEO compensation for insurance companies listed from 2011 to 2015. We find that SOP legislation affects neither CEO compensation nor excess pay. Firms receiving low approval do not reduce excess pay immediately. These findings support the non-binding feature of say-on-pay votes. Moreover, controlling CEO excess pay in the previous year, we find the positive relationship in excess pay between the previous and current year, and the results of SOP votes do not affect CEO excess pay in the current year. We therefore conclude that excess pay may depend on the compensation policy of firms.
Advisors/Committee Members: Chia-Fen Tsai (chair), Chun-Hua Tang (committee member), Yan-Shing Chen (chair).
Subjects/Keywords: Corporate governance; Insurance companies; Executive compensation; Chief executive officer; Say on pay votes
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Manager
APA (6th Edition):
Wu, C. (2017). The relationship between Say on Pay Votes and CEO compensationï¼Evidence from the insurance companies listed in the United States. (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0509117-145255
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Wu, Cheng-chi. “The relationship between Say on Pay Votes and CEO compensationï¼Evidence from the insurance companies listed in the United States.” 2017. Thesis, NSYSU. Accessed January 17, 2021.
http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0509117-145255.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Wu, Cheng-chi. “The relationship between Say on Pay Votes and CEO compensationï¼Evidence from the insurance companies listed in the United States.” 2017. Web. 17 Jan 2021.
Vancouver:
Wu C. The relationship between Say on Pay Votes and CEO compensationï¼Evidence from the insurance companies listed in the United States. [Internet] [Thesis]. NSYSU; 2017. [cited 2021 Jan 17].
Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0509117-145255.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Wu C. The relationship between Say on Pay Votes and CEO compensationï¼Evidence from the insurance companies listed in the United States. [Thesis]. NSYSU; 2017. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0509117-145255
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
RMIT University
12.
Niap, D.
CEO remuneration: Australian evidence of the influence of reputation, performance and governance.
Degree: 2013, RMIT University
URL: http://researchbank.rmit.edu.au/view/rmit:160601
► The purpose of this research is threefold. Firstly, to establish that CEO professional reputation is a determinant of CEO remuneration. Secondly, to determine whether company…
(more)
▼ The purpose of this research is threefold. Firstly, to establish that CEO professional reputation is a determinant of CEO remuneration. Secondly, to determine whether company financial performance, in particular cash flow, has any influence on CEO remuneration. Or, is there an alternative measure of company performance that is productivity, which influences CEO remuneration? Thirdly, to obtain further empirical evidence on whether there is a crisis in the current Anglo-American corporate governance structure by researching the influence, if any, that the remuneration committee and substantial shareholders have on CEO remuneration. The methodology adopted in this research is a panel data analysis of companies in the ASX Top 200 over a three-year period from 2007 to 2009 covering the Global Financial Crisis (GFC). Data are obtained from secondary sources, in particular companies’ annual reports. There are a number of findings from this research. CEO professional reputation has a significantly positive effect on CEO fixed remuneration. In addition, there is a significant relationship between operating cash flow as a measure of company financial performance and CEO remuneration. Also, company productivity as an alternative measure of company performance has been shown to have a significant relationship with CEO remuneration. However, corporate governance factors of remuneration committee independence and diligence, as well as the monitoring effect of substantial shareholders, in general do not have any significant relationship with CEO remuneration. This research makes several contributions to the existing literature. It introduces a determinant of CEO remuneration which has not been researched in the past that is CEO professional reputation. In addition, it illustrates how a reputation index is constructed. Furthermore, this study identifies cash flow as a company financial performance measure which affects CEO remuneration particularly during a period of financial crisis. Last but not least, empirical evidence shows that company productivity as an alternative measure of company performance, has an influence on CEO remuneration.
Subjects/Keywords: Fields of Research; CEO remuneration; reputation index; corporate governance; financial performance; productivity; chief executive officer
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Manager
APA (6th Edition):
Niap, D. (2013). CEO remuneration: Australian evidence of the influence of reputation, performance and governance. (Thesis). RMIT University. Retrieved from http://researchbank.rmit.edu.au/view/rmit:160601
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Niap, D. “CEO remuneration: Australian evidence of the influence of reputation, performance and governance.” 2013. Thesis, RMIT University. Accessed January 17, 2021.
http://researchbank.rmit.edu.au/view/rmit:160601.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Niap, D. “CEO remuneration: Australian evidence of the influence of reputation, performance and governance.” 2013. Web. 17 Jan 2021.
Vancouver:
Niap D. CEO remuneration: Australian evidence of the influence of reputation, performance and governance. [Internet] [Thesis]. RMIT University; 2013. [cited 2021 Jan 17].
Available from: http://researchbank.rmit.edu.au/view/rmit:160601.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Niap D. CEO remuneration: Australian evidence of the influence of reputation, performance and governance. [Thesis]. RMIT University; 2013. Available from: http://researchbank.rmit.edu.au/view/rmit:160601
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Pretoria
13.
Barrett, Sean.
Effects of
race on CEO pay performance sensitivities.
Degree: MBA, Gordon Institute of Business
Science (GIBS), 2014, University of Pretoria
URL: http://hdl.handle.net/2263/43964
► Orientation: The available literature has revealed a polarised picture regarding the effects of race on CEO remuneration. This division centres on whether race is a…
(more)
▼ Orientation: The available literature has revealed a
polarised picture regarding the effects of race on CEO
remuneration. This division centres on whether race is a beneficial
factor or not with regard to the level and sensitivity of
remuneration received. Introducing South Africa’s affirmative
labour policies and the growing societal calls to better explain
executive remuneration creates the unique opportunity to examine
the effects of race on CEO pay. Research purpose: The purpose of
the research centred on two important themes. Firstly the research
sought to investigate the effects of race on the sensitivity of
executive pay to corporate performance. Secondly the effects of
race on the level and structure of
executive pay was probed.
Motivation for the study: The primary motivation of the study
centred on determining whether race is has an affect, if any, on
the remuneration paid to CEOs in South Africa. This will assist in
understanding whether the affirmative polices implemented in South
Africa have made any impact in the top level of
executive
remuneration. Research design: The study was designed to be
quantitative, descriptive and longitudinal in nature utilising
valid secondary data sources. The BFA Macgregor online financial
database was selected as the most appropriate source of both
corporate performance information and directors’ remuneration.
Nineteen black CEOs were identified along with a random sample of
45 white CEOs. Following the data been analysed for reliability and
validity it was then
subject to primary and secondary statistical
tests to determine significance and correlation strength. Main
findings/results: All components of South African CEO remuneration
studied were found to strongly correlate to PAT and EBITDA and to a
lesser degree ROE and HEPS. ROE and HEPS have shown correlation
strength growth in recent years. This collection of measures
reflects a balanced basket of accounting-‐based and non-‐
accounting based measures. Black and white CEO mean remuneration
when compared was found to have no significant difference due to
race. A notable difference found was the higher degree of
pay-‐performance sensitivity and variability seen within the black
CEO sample. Practical/Managerial implications: King III compels
boards and remuneration committees to ensure remuneration of
directors is fair and reasonable, sensitive to performance and
aligned with the strategy of the organisation. Ensuring realistic
pay-‐ performance sensitivities are not just a corporate
governance requirement but also help alleviate principle-‐agent
issues while correctly incentivising the CEO. Boards looking to
appoint black or minority CEOs should continue to remunerate in a
equitable and fair manner and be aware of such mental biases such
as the “inverse Matthew effect” and other social out-‐group biases
especially when evaluating performance. Contribution: The study
showed that race doesn’t affect the level of CEO remuneration but
does impact on the pay-‐performance sensitivity and the
variability. The difference…
Advisors/Committee Members: Bussin, Mark (advisor).
Subjects/Keywords: UCTD; Chief
executive officer (CEO); Wage
payment systems – South Africa; Occupations
and race
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APA ·
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Manager
APA (6th Edition):
Barrett, S. (2014). Effects of
race on CEO pay performance sensitivities. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/43964
Chicago Manual of Style (16th Edition):
Barrett, Sean. “Effects of
race on CEO pay performance sensitivities.” 2014. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/43964.
MLA Handbook (7th Edition):
Barrett, Sean. “Effects of
race on CEO pay performance sensitivities.” 2014. Web. 17 Jan 2021.
Vancouver:
Barrett S. Effects of
race on CEO pay performance sensitivities. [Internet] [Masters thesis]. University of Pretoria; 2014. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/43964.
Council of Science Editors:
Barrett S. Effects of
race on CEO pay performance sensitivities. [Masters Thesis]. University of Pretoria; 2014. Available from: http://hdl.handle.net/2263/43964
University of Pretoria
14.
Slabbert, Sean.
Do CEOs of
target firms award themselves more options prior to a
takeover?.
Degree: Gordon Institute of Business
Science (GIBS), 2011, University of Pretoria
URL: http://hdl.handle.net/2263/26047
► Stock options increasingly feature as part of CEO compensation, and there is evidence that CEOs of South African listed target companies engage in the practice…
(more)
▼ Stock options increasingly feature as part of CEO
compensation, and there is evidence that CEOs of South African
listed target companies engage in the practice of awarding
themselves more options prior to takeover. This finding is
consistent with CEO behaviour of foreign companies as explained by
literature. After the recent financial crisis of 2008, there is a
greater likelihood that financially stable companies might consider
acquiring struggling companies with attractive potential future
earnings. By gaining insight into the practices of stock option
grants to CEOs, acquiring companies can ensure fair practice as
well as not paying an undue premium for a target company. This
study was conducted using a sample of 39 Johannesburg stock
exchange (JSE) listed target companies, which were acquired during
the period 2005- 2009. The focus was on the number of options
awarded prior to the announcement date of the takeover in relation
to subsequent options awarded. A median test, together with a
Chi-squared test was used to evaluate the independence of option
grants prior to acquisition and the actual acquisition transaction.
Strong evidence was found that these two activities are not
independent. Copyright
Advisors/Committee Members: Ward, Mike (advisor).
Subjects/Keywords: UCTD;
Options; Target
company; Market
signaling; Insider
trading; CEO
behaviour; Chief executive officer
(CEO)
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APA ·
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Manager
APA (6th Edition):
Slabbert, S. (2011). Do CEOs of
target firms award themselves more options prior to a
takeover?. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/26047
Chicago Manual of Style (16th Edition):
Slabbert, Sean. “Do CEOs of
target firms award themselves more options prior to a
takeover?.” 2011. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/26047.
MLA Handbook (7th Edition):
Slabbert, Sean. “Do CEOs of
target firms award themselves more options prior to a
takeover?.” 2011. Web. 17 Jan 2021.
Vancouver:
Slabbert S. Do CEOs of
target firms award themselves more options prior to a
takeover?. [Internet] [Masters thesis]. University of Pretoria; 2011. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/26047.
Council of Science Editors:
Slabbert S. Do CEOs of
target firms award themselves more options prior to a
takeover?. [Masters Thesis]. University of Pretoria; 2011. Available from: http://hdl.handle.net/2263/26047
Technical University of Lisbon
15.
Almeida, Ana Margarida Martins de.
When do startups hire a CEO?.
Degree: 2016, Technical University of Lisbon
URL: https://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/13235
► Mestrado em Finanças
Este estudo avalia os fatores que levam um fundador a contratar um Director Geral (Gestor Profissional) para a sua empresa. A literatura…
(more)
▼ Mestrado em Finanças
Este estudo avalia os fatores que levam um fundador a contratar um Director Geral (Gestor Profissional) para a sua empresa.
A literatura anterior tem vindo a estudar os Directores Gerais e as startups separadamente, sendo o tema de estudo ignorado. Pretendemos contribuir para a literatura ao pesquisar em que momento as startups decidem contratar um Gestor Profissional e as transformações que daí ocorrerão.
A revisão da literatura refere: se as startups contratam ou não um Gestor Profissional, quais os determinantes para o contratar e, por fim, quais as características de um Gestor Profissional. Para esclarecer esta investigação, utilizamos dados recolhidos através de uma entrevista semi-estruturada e complementa-mo-la com fontes secundárias.
A nossa amostra inclui startups incubadas na região de Lisboa, que contrataram um Gestor Profissional ou que permaneceram com os fundadores iniciais no papel de CEO (Gestor Fundador).
A nossa principal conclusão indica que o Gestor Fundador tem habilidades de liderança incomparáveis e ao ser crucial na vida de uma startup, a longo prazo, as empresas geralmente permanecem com estes no papel de Director Geral.
This study evaluates the factors that drive a founder to hire a Chief Executive Officer (Professional CEO) for its start-up. Previous literature have studied CEOs and start-ups, separately, being the study topic itself ignored. We aim to contribute to the literature by researching in which moment the startups decide to hire a Professional CEO and the transformations that from there will occur.
The literature review refers to: startups hire or not a Professional-CEO, which are the determinants to hire him/her and finally, which are the characteristics of a Professional-CEO.
To enlighten this investigation, we use data collected through a semi-structured interview and complement it with secondary sources. Our sample includes startups incubated in the region of Lisbon, which hired a Professional CEO or remained with the initial founders in the role of CEO (Founder-CEO).
Our major findings indicate that as Founder-CEO have unmatched leadership skills and are crucial in the life of a startup, in the long-term, the ventures usually remain with them in the role of Chief Executive Officers.
info:eu-repo/semantics/publishedVersion
Advisors/Committee Members: Venâncio, Ana.
Subjects/Keywords: Director Geral; Gestor-Fundador; Gestor Professional; Empresas; Chief Executive Officer; Founder-CEO; Professional-CEO; Startups
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Manager
APA (6th Edition):
Almeida, A. M. M. d. (2016). When do startups hire a CEO?. (Thesis). Technical University of Lisbon. Retrieved from https://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/13235
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Almeida, Ana Margarida Martins de. “When do startups hire a CEO?.” 2016. Thesis, Technical University of Lisbon. Accessed January 17, 2021.
https://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/13235.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Almeida, Ana Margarida Martins de. “When do startups hire a CEO?.” 2016. Web. 17 Jan 2021.
Vancouver:
Almeida AMMd. When do startups hire a CEO?. [Internet] [Thesis]. Technical University of Lisbon; 2016. [cited 2021 Jan 17].
Available from: https://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/13235.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Almeida AMMd. When do startups hire a CEO?. [Thesis]. Technical University of Lisbon; 2016. Available from: https://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/13235
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Pretoria
16.
Pillay, Magesh.
The financial
performance of listed companies : does CEO tenure have an
impact?.
Degree: Gordon Institute of Business
Science (GIBS), 2011, University of Pretoria
URL: http://hdl.handle.net/2263/25628
► It is widely held that CEOs are central to the successful financial performance of companies. Yet, little attention has been given to the correlation between…
(more)
▼ It is widely held that CEOs are central to the successful
financial performance of companies. Yet, little attention has been
given to the correlation between CEO tenure and financial
performance of companies specifically. The purpose of this study
was to determine whether CEO tenure has an impact on financial
performance of companies in South Africa. The financial performance
variables for the study were ROA and ROE. The performance of 30 JSE
listed companies from three industries, namely, mining, retail and
real estate, between 1995 to 2007 was examined. This gave a total
of 62 data observations across the selected three tenure
categories: short tenure (one to three years); medium tenure (four
to five years); and long tenure (six or more years). The results
showed that the average tenure for South African CEOs was four
years; this was slightly lower than the findings of previous
studies conducted in the USA. Medium and long tenure showed better
financial performance for ROA than short tenure, while there was no
statistically significant finding for ROE. Therefore from an ROA
point of view, as tenure increases so does financial performance,
until a certain point at which it is anticipated that lengthy
tenure will lead to a decline in financial performance.
Advisors/Committee Members: Raina, Rajinder (advisor).
Subjects/Keywords: UCTD; Financial
performance; Listed
companies; Return of
earnings (ROE); CEO
tenure; Return on
assets (ROA); Chief executive officer
(CEO)
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APA ·
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Export
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Manager
APA (6th Edition):
Pillay, M. (2011). The financial
performance of listed companies : does CEO tenure have an
impact?. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/25628
Chicago Manual of Style (16th Edition):
Pillay, Magesh. “The financial
performance of listed companies : does CEO tenure have an
impact?.” 2011. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/25628.
MLA Handbook (7th Edition):
Pillay, Magesh. “The financial
performance of listed companies : does CEO tenure have an
impact?.” 2011. Web. 17 Jan 2021.
Vancouver:
Pillay M. The financial
performance of listed companies : does CEO tenure have an
impact?. [Internet] [Masters thesis]. University of Pretoria; 2011. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/25628.
Council of Science Editors:
Pillay M. The financial
performance of listed companies : does CEO tenure have an
impact?. [Masters Thesis]. University of Pretoria; 2011. Available from: http://hdl.handle.net/2263/25628
University of Pretoria
17.
Shaw, Paul Anthony.
CEO
pay-performance sensitivity in South African financial services
companies.
Degree: Gordon Institute of Business
Science (GIBS), 2012, University of Pretoria
URL: http://hdl.handle.net/2263/27027
► Orientation: CEO remuneration has attracted attention over the past two decades, with significant renewed interest in light of the role it is said to have…
(more)
▼ Orientation: CEO remuneration has attracted attention
over the past two decades, with significant renewed interest in
light of the role it is said to have played in contributing to the
global financial crisis. At the heart of the issue is the perceived
weak relationship between corporate performance and CEO
remuneration.Research purpose: The purpose of this study was to
describe the relationship between corporate performance and CEO
remuneration within the South African financial services
industry.Motivation for the study: The motivation for the study was
to develop a deeper understanding of the relationship within the
South African context, as South African banks have remained stable
and profitable through the financial crisis.Research design
approach and method: The research was a quantitative, archival
study, conducted over a six year time period. The primary
statistical techniques used in the study included: bivariate
regression analysis, multiple regression analysis, and analysis of
variance.Main findings/results: The primary finding was that the
relationship between corporate performance and CEO remuneration is
favourable (moderate to strong), but has experienced a decline.
This finding emphasises the impact that macroeconomic trends have
on the relationship and the role of managerial power during periods
of economic uncertainty.The research further describes the
structural changes in CEO remuneration with a shift away from
variable pay.Practical managerial implications: The results suggest
that the use of discretion and the growing impact of managerial
power will be key challenges that iii remuneration committees will
face in maintaining a favourable relationship between the two
constructs in the future.Contribution/value add: The study provides
context to CEO remuneration within a South African framework. It
further provides provides a key insight that the relationship
between corporate performance and CEO pay is highly dependent on
the macroeconomic environment, and that CEO pay in the South
African financial services is experiencing structural
changes.
Advisors/Committee Members: Bussin, Mark (advisor).
Subjects/Keywords: UCTD; CEO
remuneration;
Pay-performance sensitivity; CEO
compensation; Financial
services; South Africa
(SA); Chief executive officer
(CEO)
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Manager
APA (6th Edition):
Shaw, P. A. (2012). CEO
pay-performance sensitivity in South African financial services
companies. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/27027
Chicago Manual of Style (16th Edition):
Shaw, Paul Anthony. “CEO
pay-performance sensitivity in South African financial services
companies.” 2012. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/27027.
MLA Handbook (7th Edition):
Shaw, Paul Anthony. “CEO
pay-performance sensitivity in South African financial services
companies.” 2012. Web. 17 Jan 2021.
Vancouver:
Shaw PA. CEO
pay-performance sensitivity in South African financial services
companies. [Internet] [Masters thesis]. University of Pretoria; 2012. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/27027.
Council of Science Editors:
Shaw PA. CEO
pay-performance sensitivity in South African financial services
companies. [Masters Thesis]. University of Pretoria; 2012. Available from: http://hdl.handle.net/2263/27027
University of the Western Cape
18.
Van Der Schyff, Sihaam.
Challenges facing female executives in
the banking sector in South Africa in the
post-apartheid period
.
Degree: 2017, University of the Western Cape
URL: http://hdl.handle.net/11394/6387
► The dawn of democracy in South Africa (SA) in 1994 i.e. post-apartheid era came with inherent societal gender deficiencies and in all Sectors of the…
(more)
▼ The dawn of democracy in South Africa (SA) in 1994 i.e. post-apartheid era came
with inherent societal gender deficiencies and in all Sectors of the SA economy
women experienced challenges. Specifically in the Banking Sector women were
under represented in leadership and
executive positions. The legal framework
changed to correct the inequalities of the past resulting in various charters
encouraging the private and public sector to transform.
Advisors/Committee Members: De Vries, Linda (advisor).
Subjects/Keywords: Chief Executive Officer; Commission for Gender Equality; Employment Equity Act; Financial Intelligence Centre Act; First National Bank
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CSE |
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to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Van Der Schyff, S. (2017). Challenges facing female executives in
the banking sector in South Africa in the
post-apartheid period
. (Thesis). University of the Western Cape. Retrieved from http://hdl.handle.net/11394/6387
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Van Der Schyff, Sihaam. “Challenges facing female executives in
the banking sector in South Africa in the
post-apartheid period
.” 2017. Thesis, University of the Western Cape. Accessed January 17, 2021.
http://hdl.handle.net/11394/6387.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Van Der Schyff, Sihaam. “Challenges facing female executives in
the banking sector in South Africa in the
post-apartheid period
.” 2017. Web. 17 Jan 2021.
Vancouver:
Van Der Schyff S. Challenges facing female executives in
the banking sector in South Africa in the
post-apartheid period
. [Internet] [Thesis]. University of the Western Cape; 2017. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/11394/6387.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Van Der Schyff S. Challenges facing female executives in
the banking sector in South Africa in the
post-apartheid period
. [Thesis]. University of the Western Cape; 2017. Available from: http://hdl.handle.net/11394/6387
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Jönköping University
19.
Odzak, Anisa.
CEO Remuneration : A study on the impact of the Capital Requirement Directive IV’s bonus cap on the variable remuneration.
Degree: 2017, Jönköping University
URL: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35636
► Background: Over the past decades, there has been a massive increase in the level of CEO remuneration, which has not been in line with…
(more)
▼ Background: Over the past decades, there has been a massive increase in the level of CEO remuneration, which has not been in line with the growth in company earnings and firm size. This massive increase in particularly variable remuneration was one of the main causes to the financial crisis during 2007-2008. As a result of the financial crisis, the issue of excessive CEO remuneration has become increasingly highlighted. Thus, the regulators have been striving to come up with new regulations to align the long-term interest of the banks with the variable remuneration. A regulation that has been implemented by the EU countries to combat this issue is the bonus cap that is an amendment to CRD IV. The bonus cap limits the variable remuneration to 100% of the fixed remuneration, with the exception that it can be raised to 200% if approved by shareholders. However, the bonus cap has not been as efficient as expected. Purpose: The purpose of this thesis is to examine how the bonus cap has affected the variable CEO remuneration. This will be done by analysing and comparing the total remuneration within the 20 largest banks in EU. The investigation is concentrated on the time period 2012-2015. Method: A sample of 20 banks has been chosen based on three criterions, namely the banks with the largest amount of assets, banks with EU headquarters and banks that provide the information necessary for the research. When collecting the data needed to fulfil the purpose, quantitative data in form of numbers from the banks financial reports was retrieved from their respective website. Conclusion: The results show that the variable remuneration has increased since the implementation of the bonus cap. This increase is likely driven by the increase in fixed remuneration. Another consequence of the bonus cap is that the variable remuneration has become more constant in relation to the fixed remuneration. The last observed consequence is a diminished correlation between performance and pay, meaning that the variable remuneration has had a weakened dependence on the performance of the bank. The results of the development in variable remuneration provide an insight about the effectiveness of the bonus cap, what impact it has had and that an improvement of the bonus cap is desirable.
Subjects/Keywords: Chief Executive Officer; Remuneration; Bonus Cap; EU Banking Sector; CRD IV; Managerial Power Theory; Business Administration; Företagsekonomi
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APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Odzak, A. (2017). CEO Remuneration : A study on the impact of the Capital Requirement Directive IV’s bonus cap on the variable remuneration. (Thesis). Jönköping University. Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35636
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Odzak, Anisa. “CEO Remuneration : A study on the impact of the Capital Requirement Directive IV’s bonus cap on the variable remuneration.” 2017. Thesis, Jönköping University. Accessed January 17, 2021.
http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35636.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Odzak, Anisa. “CEO Remuneration : A study on the impact of the Capital Requirement Directive IV’s bonus cap on the variable remuneration.” 2017. Web. 17 Jan 2021.
Vancouver:
Odzak A. CEO Remuneration : A study on the impact of the Capital Requirement Directive IV’s bonus cap on the variable remuneration. [Internet] [Thesis]. Jönköping University; 2017. [cited 2021 Jan 17].
Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35636.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Odzak A. CEO Remuneration : A study on the impact of the Capital Requirement Directive IV’s bonus cap on the variable remuneration. [Thesis]. Jönköping University; 2017. Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35636
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Jönköping University
20.
Chroscik, Angela.
Disclosure of CEO bonus plans : A study of twenty leading EU banking companies.
Degree: Business Administration, 2013, Jönköping University
URL: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21275
► The CEO bonus of banking companies has become a hot media topic around the world accelerated by the recent financial crisis of 2007-2008 where…
(more)
▼ The CEO bonus of banking companies has become a hot media topic around the world accelerated by the recent financial crisis of 2007-2008 where the excessive pay and risk-taking in the banking sector were recognized. This has raised public concerns around executive remuneration and the transparency of the companies. According to the regulations, the bonus of the CEO is indexed to the firm´s performance. However, the compensation of many CEO’s has been paid out during the financial crisis although the firms have lost money. This has consequently led to rigorous regulations of the financial institutions with the attempt to ensure long-term focus and consider outstanding risk through variable remuneration payments. Although the remuneration, and specifically annual bonus, has caught a lot of attention by the public and the media, it has been mostly overlooked by regulatory authorities and academics up until today. This research represents the first attempt to examine the disclosure and transparency of CEO annual bonus plans of twenty leading EU banks through the employment of in-depth and descriptive approach.. The purpose of this study is to explore the issue of CEO annual bonus plan with respect to the disclosure of the information provided in the banking companies’ financial reports of 2011. The level of transparency of the companies are scrutinized and measured accordingly to five bonus features, which may contribute to the transparency of annual bonus plans. The bonus plan is regarded as transparent if the majority of the following bonus criteria are fulfilled by the companies; (1) the application of simple targets through a single performance condition; (2) the application of published targets accessible to shareholders; (3) the disclosure of methods applied in order for shareholders and other stakeholders to determine whether the given performance target(s) has been fulfilled; (4) bonus payments in form of cash; (5) the disclosure of annual bonus cap. The findings of this study show that a significant part of the banks can be considered as non-transparent due to the failure of fulfilling the given bonus plan features, meaning that the issue of disclosure and transparency of annual bonus plans should raise concern for shareholders and regulators, both on the EU-level and nationally. This study evidently shows that the level of information disclosed as to bonus plans of CEO various tremendously between the countries and sometimes also between the companies in the same country, which indicate the issue of disclosure and transparency of annual bonus plans need to be enhanced through regulations.
Subjects/Keywords: Annual bonus plans; Remuneration; Chief executive officer; Disclosure; Transparency; Banking companies; Corporate governance; Managerial power theory; Rent-extraction
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APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
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Manager
APA (6th Edition):
Chroscik, A. (2013). Disclosure of CEO bonus plans : A study of twenty leading EU banking companies. (Thesis). Jönköping University. Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21275
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Chroscik, Angela. “Disclosure of CEO bonus plans : A study of twenty leading EU banking companies.” 2013. Thesis, Jönköping University. Accessed January 17, 2021.
http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21275.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Chroscik, Angela. “Disclosure of CEO bonus plans : A study of twenty leading EU banking companies.” 2013. Web. 17 Jan 2021.
Vancouver:
Chroscik A. Disclosure of CEO bonus plans : A study of twenty leading EU banking companies. [Internet] [Thesis]. Jönköping University; 2013. [cited 2021 Jan 17].
Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21275.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Chroscik A. Disclosure of CEO bonus plans : A study of twenty leading EU banking companies. [Thesis]. Jönköping University; 2013. Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21275
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Virginia Tech
21.
Schmitt, Mathias.
Leadership and Healthcare Performance.
Degree: PhD, Accounting and Information Systems, 2012, Virginia Tech
URL: http://hdl.handle.net/10919/77975
► The U.S. health care delivery system faces serious challenges such as an increasing demand for services due to an aging population, unhealthy lifestyles, growth in…
(more)
▼ The U.S. health care delivery system faces serious challenges such as an increasing demand for services due to an aging population, unhealthy lifestyles, growth in the number of uninsured individuals, and an increase in chronic diseases. At the same time, the system has to cope with a limited supply of money, physicians, and nurses inferior quality of care delivered by U.S. hospitals. While the U.S. hospital industry is adapting to address these issues, not much progress in improving the quality of care delivered has been made over the last decade. However, theories exist that management systems, organizational traits, and leadership are key factors for hospitals to improve quality of care outcomes. This study takes a holistic look at these factors to identify and analyze critical drivers for better quality of care outcomes of U.S. hospitals. The study also aims to identify differences between
chief executive officers' (CEOs) leadership traits among lean (mediocre performance), high (top 20th percentile), and low performing (bottom 20th percentile) U.S. hospitals in regards to their quality of care measures.
Two separate online surveys were conducted. The first online survey was targeted at all 4,697 U.S. hospitals that are required to disclose quality of care measures to the Federal government. Results of this first survey revealed that two management system factors drive quality of care outcomes of U.S. hospitals. Furthermore, findings also show that critical access hospitals have a lower quality of care performance than acute care hospitals. Thus, based on the results from this survey, we concluded that management system factors are main drivers of hospital performance, whereas organizational trait and leadership factors did not significantly contribute to hospital performance.
A second survey to CEOs and CEO followers in 9 selected hospitals found significant differences between CEO traits leading lean and low performing hospitals, and, to a lesser degree, significant differences among high and low performing hospitals. However, the study did not find any significant differences in CEO traits between lean and high performing hospitals. Findings also include that some management system factors differed significantly between lean and high performing hospitals, but no evidence for such differences could be found between lean and high and high and low performing hospitals, respectively. These results suggest that management systems and CEO leadership traits play an important role in determining U.S. hospital performance as measured by their quality of care.
Advisors/Committee Members: Buehlmann, Urs Kurt (committeechair), Cook, Deborah F. (committee member), Kline, David Earl (committee member), Aernoudts, Rene L.M.C. (committee member).
Subjects/Keywords: lean management; hospital performance; quality of care measure; management systems; leadership; health care; patient safety; organizational traits; chief executive officer (CEO)
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APA ·
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MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Schmitt, M. (2012). Leadership and Healthcare Performance. (Doctoral Dissertation). Virginia Tech. Retrieved from http://hdl.handle.net/10919/77975
Chicago Manual of Style (16th Edition):
Schmitt, Mathias. “Leadership and Healthcare Performance.” 2012. Doctoral Dissertation, Virginia Tech. Accessed January 17, 2021.
http://hdl.handle.net/10919/77975.
MLA Handbook (7th Edition):
Schmitt, Mathias. “Leadership and Healthcare Performance.” 2012. Web. 17 Jan 2021.
Vancouver:
Schmitt M. Leadership and Healthcare Performance. [Internet] [Doctoral dissertation]. Virginia Tech; 2012. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/10919/77975.
Council of Science Editors:
Schmitt M. Leadership and Healthcare Performance. [Doctoral Dissertation]. Virginia Tech; 2012. Available from: http://hdl.handle.net/10919/77975
22.
D'Alfonso, Jim.
Aligning Theory and Evidence-Based Practices to Enhance Human Flourishing in Nurse Executives.
Degree: DNP, Nursing, 2017, University of San Francisco
URL: https://repository.usfca.edu/dnp/97
► Today’s nurse executives lead highly complex and bureaucratic organizations undergoing sweeping reform at an unprecedented rate of change. Change and high levels of stress…
(more)
▼ Today’s nurse executives lead highly complex and bureaucratic organizations undergoing sweeping reform at an unprecedented rate of change. Change and high levels of stress are the norm in health care, and ineffective stress management can hinder organizational performance and adversely impact personal wellbeing. The risks of nurse
executive burnout and unprecedented turnover led to the development of a 4-hour program to teach theory-guided and evidence-based stress management techniques. The program was intended to increase awareness, enhance effective stress management skills, and improve the nurse executive’s ability to flourish in high stress environments. A pre-intervention and 6-month post-intervention assessment (
n=12) was conducted, and the results for 12 matched pairs were statistically significant for improved personal and organizational indicators of stress over time, indicating improved vitality, engagement, and sustainability. Findings validated concerns regarding the prevalence of stress in the nurse
executive group and demonstrated positive outcomes for key performance indicators that support personal wellbeing, resilience, retention, and success. One nurse
executive identified she no longer felt like leaving the organization and nurse
executive leader turnover has decreased measurably following the intervention. The relative low costs, positive outcomes, and flexible format of this program make it feasible to support spread and enculturation of improved stress management practices that benefit both employee and organization through existing orientation and ongoing professional development strategies.
Advisors/Committee Members: KT Waxman, DNP, MBA, RN, CNL, CENP, CHSE, FAAN, Robin Buccheri, PhD, RN, MHNP, Tim Porter-O’Grady, DM, EdD, RN, ScD(h), FAAN.
Subjects/Keywords: nurse executive; chief nursing officer; caring science; HeartMath; stress management interventions; resilience; healthy work environment; Nursing; Nursing Administration; Other Nursing
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APA ·
Chicago ·
MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
D'Alfonso, J. (2017). Aligning Theory and Evidence-Based Practices to Enhance Human Flourishing in Nurse Executives. (Thesis). University of San Francisco. Retrieved from https://repository.usfca.edu/dnp/97
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
D'Alfonso, Jim. “Aligning Theory and Evidence-Based Practices to Enhance Human Flourishing in Nurse Executives.” 2017. Thesis, University of San Francisco. Accessed January 17, 2021.
https://repository.usfca.edu/dnp/97.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
D'Alfonso, Jim. “Aligning Theory and Evidence-Based Practices to Enhance Human Flourishing in Nurse Executives.” 2017. Web. 17 Jan 2021.
Vancouver:
D'Alfonso J. Aligning Theory and Evidence-Based Practices to Enhance Human Flourishing in Nurse Executives. [Internet] [Thesis]. University of San Francisco; 2017. [cited 2021 Jan 17].
Available from: https://repository.usfca.edu/dnp/97.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
D'Alfonso J. Aligning Theory and Evidence-Based Practices to Enhance Human Flourishing in Nurse Executives. [Thesis]. University of San Francisco; 2017. Available from: https://repository.usfca.edu/dnp/97
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Pretoria
23.
[No author].
Positioning the role of chief technology officer in an
organisation
.
Degree: 2011, University of Pretoria
URL: http://upetd.up.ac.za/thesis/available/etd-06192011-140429/
► The technology landscape has changed dramatically over the past three decades. Organisations encounter extreme difficulty in managing their core capabilities which are enabled by technology.…
(more)
▼ The technology landscape has changed dramatically
over the past three decades. Organisations encounter extreme
difficulty in managing their core capabilities which are enabled by
technology. In light of this, organisations require strategic
individuals who can continually carry the organisation to the new
s-curve which will afford them the competitive advantage. The
purpose of this study is to assist the
Chief Technology
Officer
(CTO) and the c-level suite executives to effectively and
appropriately position the CTO in an orgainsation. This will
prevent
Chief Information
Officer (CIO) / CTO distortion and ensure
that the CTO is being evaluated fairly. The findings of academics,
as is evident in the literature review, underscore the essence of
my finding that the position of the CTO in an organisation is not
fully understood. The researcher has revised the current CTO models
to develop the new ‘CTO TIE model’. This research highlights the
viewpoint that the positioning of the CTO role will be influenced
by two key variables; whether the CTO reports to the CIO or CEO?
and whether the company is internally or externally technology
focused? Copyright
Advisors/Committee Members: Mr R Page-Shipp (advisor).
Subjects/Keywords: UCTD;
Cto;
Chief technology officer;
Role position;
Chief information officer;
Cio
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APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
author], [. (2011). Positioning the role of chief technology officer in an
organisation
. (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-06192011-140429/
Chicago Manual of Style (16th Edition):
author], [No. “Positioning the role of chief technology officer in an
organisation
.” 2011. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://upetd.up.ac.za/thesis/available/etd-06192011-140429/.
MLA Handbook (7th Edition):
author], [No. “Positioning the role of chief technology officer in an
organisation
.” 2011. Web. 17 Jan 2021.
Vancouver:
author] [. Positioning the role of chief technology officer in an
organisation
. [Internet] [Masters thesis]. University of Pretoria; 2011. [cited 2021 Jan 17].
Available from: http://upetd.up.ac.za/thesis/available/etd-06192011-140429/.
Council of Science Editors:
author] [. Positioning the role of chief technology officer in an
organisation
. [Masters Thesis]. University of Pretoria; 2011. Available from: http://upetd.up.ac.za/thesis/available/etd-06192011-140429/
University of Pretoria
24.
Reddy, Vejaykumaran.
Positioning the
role of chief technology officer in an organisation.
Degree: Gordon Institute of Business
Science (GIBS), 2011, University of Pretoria
URL: http://hdl.handle.net/2263/25674
► The technology landscape has changed dramatically over the past three decades. Organisations encounter extreme difficulty in managing their core capabilities which are enabled by technology.…
(more)
▼ The technology landscape has changed dramatically over
the past three decades. Organisations encounter extreme difficulty
in managing their core capabilities which are enabled by
technology. In light of this, organisations require strategic
individuals who can continually carry the organisation to the new
s-curve which will afford them the competitive advantage. The
purpose of this study is to assist the
Chief Technology
Officer
(CTO) and the c-level suite executives to effectively and
appropriately position the CTO in an orgainsation. This will
prevent
Chief Information
Officer (CIO) / CTO distortion and ensure
that the CTO is being evaluated fairly. The findings of academics,
as is evident in the literature review, underscore the essence of
my finding that the position of the CTO in an organisation is not
fully understood. The researcher has revised the current CTO models
to develop the new ‘CTO TIE model’. This research highlights the
viewpoint that the positioning of the CTO role will be influenced
by two key variables; whether the CTO reports to the CIO or CEO?
and whether the company is internally or externally technology
focused? Copyright
Advisors/Committee Members: Mr R Page-Shipp (advisor).
Subjects/Keywords: UCTD;
Cto; Chief
technology officer; Role
position; Chief
information officer;
Cio
Record Details
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❌
APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Reddy, V. (2011). Positioning the
role of chief technology officer in an organisation. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/25674
Chicago Manual of Style (16th Edition):
Reddy, Vejaykumaran. “Positioning the
role of chief technology officer in an organisation.” 2011. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://hdl.handle.net/2263/25674.
MLA Handbook (7th Edition):
Reddy, Vejaykumaran. “Positioning the
role of chief technology officer in an organisation.” 2011. Web. 17 Jan 2021.
Vancouver:
Reddy V. Positioning the
role of chief technology officer in an organisation. [Internet] [Masters thesis]. University of Pretoria; 2011. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2263/25674.
Council of Science Editors:
Reddy V. Positioning the
role of chief technology officer in an organisation. [Masters Thesis]. University of Pretoria; 2011. Available from: http://hdl.handle.net/2263/25674
25.
Panoi, Darunsiri.
L'ajustement du rôle du gouverneur provincial thaïlandais à la méthode de la gestion d'intégration (MGI) : Numerical and distributed mechanisms of motor anticipation.
Degree: Docteur es, Droit public, 2012, Aix Marseille Université
URL: http://www.theses.fr/2012AIXM1040
► La Thaïlande est un État unitaire et depuis 1892 son administration déconcentrée est assurée par la présence de gouverneurs provinciaux. Or, malgré de nombreuses attributions…
(more)
▼ La Thaïlande est un État unitaire et depuis 1892 son administration déconcentrée est assurée par la présence de gouverneurs provinciaux. Or, malgré de nombreuses attributions législatives, l'exercice des fonctions du chef de la province se heurte à plusieurs obstacles dans la pratique. A titre d'exemple, l'unité de commandement du gouverneur provincial était souvent contestée, les pouvoirs qui lui ont été délégués par les autorités centrales étaient inappropriés tant à sa fonction qu'à ses responsabilités. Ceci était une source de lenteur de l'administration provinciale dans son ensemble. Puis, comme la province ne pouvait pas bénéficier directement du budget provenant de l'État car la demande de budget provincial était effectuée au nom de la Direction, les projets réalisés sur place ne convenaient donc pas aux besoins des habitants locaux. Enfin, l'absence de coopération entre les fonctionnaires des différents organes dans la province contribuait alors aux chevauchements des travaux de ces organes et causait par la suite une perte de temps et d'argent pour l'État. Ainsi, lors de la réforme en 2001, le gouvernement de l'époque a introduit au niveau provincial le concept du gouverneur « CEO » et la méthode de la gestion d'intégration (MGI). Le chef de la province endosse alors le rôle du Chief Executive Officer (CEO), de ce fait ses pouvoirs ont été renforcés afin qu'il puisse prendre une décision rapide et efficace en réponse aux problèmes survenus dans sa province à l'instar des CEO dans leurs entreprises. Quant à la province, elle applique la MGI qui est une nouvelle façon de travailler visant à rendre de meilleurs services rendus à la population.
Thailand is a unitary state and since 1892 its deconcentrated administration is ensured by the presence of provincial governors. However, despite numerous attributions recognized by the laws, the provincial governor faces several obstacles in practice. For example, his Unity of Command was often challenged, the powers delegated to him by the central authorities were not only inappropriate to his function but also to his responsibilities. This was actually a source of slowness in provincial administration. Then, because the province could not directly benefit the budget from the State, as the process of demand for provincial budget was conducted on behalf of the Department, the projects that were carried out did not necessarily match up with local's need. Finally, the lack of cooperation between officials of different organs who work in the province contributed to an overlap of works and caused thereafter a waste of time and money to the State. Therefore, during the reform in 2001, the then government introduced the concept of "CEO" provincial governor and the system of "Province's Integrated Management - PIM". The provincial governor endorses hereupon the role of Chief Executive Officer (CEO), for this reason, his powers have been reinforced so that he can make a fast and effective decision in response to problems occurring in his province like the CEOs to their…
Advisors/Committee Members: Pontier, Jean-Marie (thesis director).
Subjects/Keywords: Chief Executive Officer (CEO); Coopération; Déconcentration; Délégation de pouvoirs; Efficacité; Gouverneur provincial; Méthode de la gestion d’intégration (MGI); Province; Réforme; Unité de commandement; Chief Executive Officer (CEO); Cooperation; Deconcentration; Delegation of powers; Effectiveness; Province; Provincial governor; Province’s Integrated Management (system of); Reform; Unity of Command
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APA (6th Edition):
Panoi, D. (2012). L'ajustement du rôle du gouverneur provincial thaïlandais à la méthode de la gestion d'intégration (MGI) : Numerical and distributed mechanisms of motor anticipation. (Doctoral Dissertation). Aix Marseille Université. Retrieved from http://www.theses.fr/2012AIXM1040
Chicago Manual of Style (16th Edition):
Panoi, Darunsiri. “L'ajustement du rôle du gouverneur provincial thaïlandais à la méthode de la gestion d'intégration (MGI) : Numerical and distributed mechanisms of motor anticipation.” 2012. Doctoral Dissertation, Aix Marseille Université. Accessed January 17, 2021.
http://www.theses.fr/2012AIXM1040.
MLA Handbook (7th Edition):
Panoi, Darunsiri. “L'ajustement du rôle du gouverneur provincial thaïlandais à la méthode de la gestion d'intégration (MGI) : Numerical and distributed mechanisms of motor anticipation.” 2012. Web. 17 Jan 2021.
Vancouver:
Panoi D. L'ajustement du rôle du gouverneur provincial thaïlandais à la méthode de la gestion d'intégration (MGI) : Numerical and distributed mechanisms of motor anticipation. [Internet] [Doctoral dissertation]. Aix Marseille Université 2012. [cited 2021 Jan 17].
Available from: http://www.theses.fr/2012AIXM1040.
Council of Science Editors:
Panoi D. L'ajustement du rôle du gouverneur provincial thaïlandais à la méthode de la gestion d'intégration (MGI) : Numerical and distributed mechanisms of motor anticipation. [Doctoral Dissertation]. Aix Marseille Université 2012. Available from: http://www.theses.fr/2012AIXM1040
Texas A&M University
26.
Rosser, Manda Hays.
Chief executive officers: their mentoring relationships.
Degree: PhD, Educational Human Resource Development, 2005, Texas A&M University
URL: http://hdl.handle.net/1969.1/1474
► The majority of mentoring research has explored mentoring from the vantage point of protégé perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988).…
(more)
▼ The majority of mentoring research has explored mentoring from the vantage
point of protégé perceptions, reactions, experiences, and development (Wanberg et al.
2003; Kram, 1988). Participants in mentoring studies have commonly been employees,
college students, or mid-level managers. Little is known regarding the impact of
mentoring roles in relation to top executives who are, over the span of their careers,
likely to participate in developmental relationships as both mentor and protégé. In fact,
accessing people who are active CEOs has been extremely problematic for a majority of
interested researchers (Thomas, 1995). Limited research on mentoring and especially
that on CEOs is used to inform the current Human Resource Development (HRD)
scholarship and practice. The current study will inform HRD and provide insight into
how mentoring relationships can be used to develop individuals in organizations.
Key findings from this study were reported from a qualitative study (Moustakas,
1994) involving twelve CEOs of large for-profit US corporations who detailed their
experiences as both mentors and protégés. Emerging themes from the larger study
overlap, in part, with key mentoring functions as identified by Kram (1988). In addition
to reinforcing and informing the work of Kram (1988), key CEOs provided insight
regarding their experiences in long-term (several years or more) mentoring relationships.
The combined themes resulted in a framework demonstrating the development of
mentoring relationships.
In addition to a general discussion of a mentoring framework, I focused the study
primarily on CEO perceptions regarding the impact of their mentoring related
experiences on 1) how their mentors have impacted their development; 2) how they
mentor others; and 3) the relational elements in mentoring relationships. Because a
rarely assessed population was studied, scholars and practitioners in HRD will gain a
unique understanding and greater insight into how mentoring relationships develop
professionals, particularly CEOs.
Advisors/Committee Members: Egan, Toby Marshall (advisor), Tolson, Homer (committee member), Sandlin, Jennifer A. (committee member), Parrott, Kelli Peck (committee member), Cummins, Richard L. (committee member).
Subjects/Keywords: Mentoring; Mentor; Human Resource Development; Chief Executive Officer; CEO; HRD; Executive Development; Protege
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APA ·
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CSE |
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Manager
APA (6th Edition):
Rosser, M. H. (2005). Chief executive officers: their mentoring relationships. (Doctoral Dissertation). Texas A&M University. Retrieved from http://hdl.handle.net/1969.1/1474
Chicago Manual of Style (16th Edition):
Rosser, Manda Hays. “Chief executive officers: their mentoring relationships.” 2005. Doctoral Dissertation, Texas A&M University. Accessed January 17, 2021.
http://hdl.handle.net/1969.1/1474.
MLA Handbook (7th Edition):
Rosser, Manda Hays. “Chief executive officers: their mentoring relationships.” 2005. Web. 17 Jan 2021.
Vancouver:
Rosser MH. Chief executive officers: their mentoring relationships. [Internet] [Doctoral dissertation]. Texas A&M University; 2005. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/1969.1/1474.
Council of Science Editors:
Rosser MH. Chief executive officers: their mentoring relationships. [Doctoral Dissertation]. Texas A&M University; 2005. Available from: http://hdl.handle.net/1969.1/1474
Antioch University
27.
Lowman, Helen A.
Building Renewed Relevance: Portraits of CEOs Rebranding
Iconic Nonprofit Organizations.
Degree: PhD, Leadership and Change, 2020, Antioch University
URL: http://rave.ohiolink.edu/etdc/view?acc_num=antioch1589710927600428
► In the United States, we often refer to the social sector as one leg of a three-legged stool. The private and public sectors support the…
(more)
▼ In the United States, we often refer to the social
sector as one leg of a three-legged stool. The private and public
sectors support the other two legs. The social sector made up of
nonprofit, nongovernmental, and charity organizations, contributes
to the development of American society by focusing on social good
rather than the desire to make profit. For decades, the sector has
functioned as the social conscience of our society. However, many
iconic, legacy nonprofits have struggled to keep their relevance in
today’s world: their creation tied to a past societal problem,
their mission and brand no longer germane to today’s generations.
This study examined top-level—
Chief Executive Officer (CEO)—leaders
of iconic, legacy nonprofit organizations who have worked to
implement reform and change through rebranding for renewed
relevance. The research looked particularly at these primary areas:
(1) What drove the leader to innovate and rebrand their
organization and what does it mean to them personally and
professionally? (2) What leadership practices did the CEO
incorporate to allow the changes and reforms to be successful and
why does the CEO believe they worked? The research methodology
utilized for this dissertation was qualitative portraiture;
portraiture interviews were audio and video recorded for research
purposes. This research adds to the body of knowledge about
successful leaders of iconic nonprofit organizations and the best
practices for achieving renewed relevance through nonprofit
rebranding. This research could aid with building an awareness of
the successes and challenges of nonprofit leaders and could
increase the interest of potential organizational stakeholders in
the future. Six supplemental Mp4 video files of participant
interviews accompany this dissertation. This dissertation is
available in open access at AURA: Antioch University Repository and
Archive, http://aura.antioch.edu/ and OhioLINK ETD Center,
https://etd.ohiolink.edu/.
Advisors/Committee Members: Kusy, Mitchell (Committee Chair).
Subjects/Keywords: Sociology; Business Administration; American Studies; Nonprofit; Non-profit; Executive Director; Chief Executive Officer; ED; CEO; Leader; Leadership; Rebrand; Change; Relevance; Iconic; Legacy; Innovation; Change; Portraiture
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Manager
APA (6th Edition):
Lowman, H. A. (2020). Building Renewed Relevance: Portraits of CEOs Rebranding
Iconic Nonprofit Organizations. (Doctoral Dissertation). Antioch University. Retrieved from http://rave.ohiolink.edu/etdc/view?acc_num=antioch1589710927600428
Chicago Manual of Style (16th Edition):
Lowman, Helen A. “Building Renewed Relevance: Portraits of CEOs Rebranding
Iconic Nonprofit Organizations.” 2020. Doctoral Dissertation, Antioch University. Accessed January 17, 2021.
http://rave.ohiolink.edu/etdc/view?acc_num=antioch1589710927600428.
MLA Handbook (7th Edition):
Lowman, Helen A. “Building Renewed Relevance: Portraits of CEOs Rebranding
Iconic Nonprofit Organizations.” 2020. Web. 17 Jan 2021.
Vancouver:
Lowman HA. Building Renewed Relevance: Portraits of CEOs Rebranding
Iconic Nonprofit Organizations. [Internet] [Doctoral dissertation]. Antioch University; 2020. [cited 2021 Jan 17].
Available from: http://rave.ohiolink.edu/etdc/view?acc_num=antioch1589710927600428.
Council of Science Editors:
Lowman HA. Building Renewed Relevance: Portraits of CEOs Rebranding
Iconic Nonprofit Organizations. [Doctoral Dissertation]. Antioch University; 2020. Available from: http://rave.ohiolink.edu/etdc/view?acc_num=antioch1589710927600428
28.
Donnelly, Clifford V.
Executive Participation in Innovation as a Function of Age and Tenure.
Degree: 1973, North Texas State University
URL: https://digital.library.unt.edu/ark:/67531/metadc164612/
► This study is designed to investigate the relationship between the age and tenure of the chief executive officer of a corporation and his participation in…
(more)
▼ This study is designed to investigate the relationship between the age and tenure of the
chief executive officer of a corporation and his participation in innovation. The
chief executive is assumed to be the key participant in the innovation process. Two questions form the basis of the study, Firsts, are younger
chief executives more innovative than older executives? And second, does the tenure of
chief executives affect performance in innovation?
Advisors/Committee Members: Littlefield, C. L. (Cleatice Louis), Melton, R. B. (Rosser B.), Fitch, David Robnett, Thompson, John.
Subjects/Keywords: Older people – Employment – Case studies.; Chief executive officers – Case studies.; chief executive officer; innovation
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University of Pretoria
29.
[No author].
The strategic responsibilities and required skills of a
chief technology officer
.
Degree: 2013, University of Pretoria
URL: http://upetd.up.ac.za/thesis/available/etd-02242013-133925/
► The dawn of Technology Age was marked by the mainframe. The tipping for lock stock societal change has been The Internet.This Technological progress has changed…
(more)
▼ The dawn of Technology Age was marked by the
mainframe. The tipping for lock stock societal change has been The
Internet.This Technological progress has changed everything in
business since. Information Technology has fed the winds of the
Schumpeterian Gale, increasing the rate of creative destruction and
upending business models are rate never seen before.Now more than
ever the importance of managing an organisations technological
capability is critical for business survival. Organisations require
their
Chief Technology Officers to go further, creating competitive
advantage through astute technological management.The purpose of
this study was to ascertain the strategic responsibilities of a
Chief Technology
Officer and what skills are required to meet these
responsibilities.The findings of this research are underscored by
the works of respected scholars and explored through the
development of a Skills and Responsibilities Matrix developed
through the research. This research highlights the importance of
the CTO role as an
executive of the business and the importance of
having the correct individual.
Advisors/Committee Members: Mr K Hofmeyer (advisor).
Subjects/Keywords: UCTD;
Cto skills;
Chief techology officer (cto)
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CSE |
Export
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Manager
APA (6th Edition):
author], [. (2013). The strategic responsibilities and required skills of a
chief technology officer
. (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-02242013-133925/
Chicago Manual of Style (16th Edition):
author], [No. “The strategic responsibilities and required skills of a
chief technology officer
.” 2013. Masters Thesis, University of Pretoria. Accessed January 17, 2021.
http://upetd.up.ac.za/thesis/available/etd-02242013-133925/.
MLA Handbook (7th Edition):
author], [No. “The strategic responsibilities and required skills of a
chief technology officer
.” 2013. Web. 17 Jan 2021.
Vancouver:
author] [. The strategic responsibilities and required skills of a
chief technology officer
. [Internet] [Masters thesis]. University of Pretoria; 2013. [cited 2021 Jan 17].
Available from: http://upetd.up.ac.za/thesis/available/etd-02242013-133925/.
Council of Science Editors:
author] [. The strategic responsibilities and required skills of a
chief technology officer
. [Masters Thesis]. University of Pretoria; 2013. Available from: http://upetd.up.ac.za/thesis/available/etd-02242013-133925/
University of Michigan
30.
Pitman, David.
Hospital Chief Financial Officers in the United States and Canada.
Degree: PhD, Health Management and Policy, 2016, University of Michigan
URL: http://hdl.handle.net/2027.42/133961
► The roles played by chief financial officers (CFOs) across industries have evolved over the years beyond the areas of treasury and controllership to become more…
(more)
▼ The roles played by
chief financial officers (CFOs) across industries have evolved over the years beyond the areas of treasury and controllership to become more strategically focused today. Relative to CFOs in other industries, hospital CFO responsibilities are more likely to be traditionally focused on the finance function. Hospitals are
subject to unique forces and constraints not generally apparent in other sectors of the economy. They are highly regulated and are characterized by unique organizational forms, services and reimbursement. There remain many questions about the activities of hospital CFOs. This dissertation highlights some of the questions and suggests some answers. The intent of this dissertation is to better understand the roles and compensation of hospital CFOs in the US and Canada. Taken together these topics attempt to build a more holistic perspective on the activities and roles of hospital
chief financial officers. The three papers in this dissertation ask the following questions: (1) Are the jobs of hospital CFOs different from those of CFOs in other industries? (2) Are the jobs of hospital CFOs in the United States different from those of hospital CFOs in Canada? (3) Do hospitals in the US and Canada pay their CFOs half the compensation of their
chief executive (CEO) officers? The first two questions utilize a work survey of hospital CFOs. The third question utilizes compensation data from not-for-profit hospitals (Ontario, Canada and New Hampshire) and for-profit hospitals (across the US). The results indicate that hospital CFOs are different from their counterparts in other industries. Typically, a hospital CFO has a stronger academic background, greater internal focus and strong operational expertise. CFOs in Canada and the US have differences in their backgrounds and in the activities they perform. Relative to the more administrator type of role played by Canadian CFOs, US CFOs lead more general manager-like roles. Their work appears to be less focused on traditional finance functions. Evidence supports the hypothesis that hospitals may be employing behavioral economics based heuristics and paying their CFOs roughly half the compensation they pay their CEOs. In Ontario, hospital financial performance did not predict CFO compensation.
Advisors/Committee Members: Banaszak-Holl, Jane (advisor), (committee member).
Subjects/Keywords: hospital; chief financial officer; cfo; compensation
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Manager
APA (6th Edition):
Pitman, D. (2016). Hospital Chief Financial Officers in the United States and Canada. (Doctoral Dissertation). University of Michigan. Retrieved from http://hdl.handle.net/2027.42/133961
Chicago Manual of Style (16th Edition):
Pitman, David. “Hospital Chief Financial Officers in the United States and Canada.” 2016. Doctoral Dissertation, University of Michigan. Accessed January 17, 2021.
http://hdl.handle.net/2027.42/133961.
MLA Handbook (7th Edition):
Pitman, David. “Hospital Chief Financial Officers in the United States and Canada.” 2016. Web. 17 Jan 2021.
Vancouver:
Pitman D. Hospital Chief Financial Officers in the United States and Canada. [Internet] [Doctoral dissertation]. University of Michigan; 2016. [cited 2021 Jan 17].
Available from: http://hdl.handle.net/2027.42/133961.
Council of Science Editors:
Pitman D. Hospital Chief Financial Officers in the United States and Canada. [Doctoral Dissertation]. University of Michigan; 2016. Available from: http://hdl.handle.net/2027.42/133961
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Open Access Theses and Dissertations