Chief Executive Research Articles

A practitioner-led research agenda for local government

ABSTRACT The last 50 years of local government studies have documented extraordinary changes: economic transformations, international democratisation, the digital revolution and the rise of the internet have transformed local government. Looking forward to the next 50 years: climate change, ageing populations, financial pressure, populist politics, will all come home to roost in the day-to-day work of local government. This paper makes the case for building a research agenda around the practical experiences of local policy practitioners. Using our experience from a series of interviews with over sixty local government chief executives, and the example of two research projects built around LGIU’s local authority members network in England, the paper describes the valuable opportunities that come from engaging with local government practitioners for developing and directing research.

CEO performance targets: The impact of Big 4 accounting firms versus other compensation consultants

Using a sample of ASX 500 firms over the 2005–2019 period, we document substantial variation in the use of performance targets within Chief Executive Officer (CEO) compensation contracts, contrasting firms advised by Big 4 accounting entities with other compensation consulting firms. Firms that engage a Big 4 accounting firm are more likely to implement explicit non-financial performance targets within the short-term incentive plan, effectively minimising opportunities for post hoc justification. They also favour the incorporation of relative performance targets that mitigate pay for luck in the long-term incentive plan. Firms that engage a Big 4 accounting firm demonstrate a similar pay-for-performance relation to firms that do not engage a compensation consultant, while firms engaging non-Big 4 consultants exhibit a lower pay-for-performance relation. Our findings suggest that Big 4 accounting firms provide compensation recommendations that encourage the alignment of interests between managers and shareholders. JEL Classification: J33, M12, M52, L25

A review of the application of continuous real-time monitoring in noise risk management

Background: In the year 2020, the Mineral's Council Chief Executive Officer (CEO) Zero Harm Forum (CEOZHF) reviewed the slow progress towards achieving the 2024 Occupational Health Milestones and agreed that there was a need to improve the current measures in place to reduce occupational diseases. Following discussions with Group Environmental Engineers, it was proposed to adopt key occupational health indicators for tracking progress through Continuous Real-Time Monitoring (CRTM) to reduce workplace exposures. Methods: A systematic review methodology was employed to gather data from reputable academic databases. Results: CRTM in Noise Risk Management enables an encompassing practical and intuitive analysis of building noise pollution with prompt alerts for poor acoustic comfort. Real-time graphical display of noise measurements, utilizing a warning signal framework, facilitated area-specific alerts and responses. Additionally, CRTM enabled the visualization of noise levels and sources through frequency analysis, contributing to noise pollution analysis for zoning and strategic planning in smart cities. Conclusions: While CRTM has been extensively applied in noise monitoring globally, its utilization in the mining industry, especially in South Africa, remains limited. This study underscores the feasibility of implementing CRTM in Noise Risk Management, emphasizing the need for further research within the mining industry.

‘The can cannot be kicked any further down the road’

In this opinion piece, Neil Leitch, Chief Executive of Early Years Alliance, discusses how the early years workforce must play a central role in 2025 policy priorities.

Expert Opinion an Interview with Myung-Ho Kim, Chief Executive Officer, UnisonHKR

Expert Opinion an Interview with Myung-Ho Kim, Chief Executive Officer, UnisonHKR

Managing the Adoption of Geospatial Information and Technologies in Multiple Industries

In the era of the 4th industrial revolution, geospatial information has become essential for improving processes and enhancing task performance across the value chain, benefiting sectors such as agriculture, transportation, and logistics. Despite the widespread adoption of geospatial technology, understanding how to manage its adoption is crucial as technology continually evolves. This study aims to elucidate key aspects of managing the adoption of geospatial information and technology through a case study approach. The research involves interviews with Chief Executive Officers (CEOs) and directors from three different industries in Malaysia—agriculture, logistics, and transport—that utilise geospatial technologies. Thematic analysis of the interviews revealed four main themes: managing expectations of adoption, addressing factors of nonadoption, overseeing interactions in the adoption process, and ensuring the immersion of the technology. These findings provide valuable insights into the challenges and strategies for adopting new technologies, particularly those that transform traditional operations into technology-driven practices. The study’s evidence underscores the importance of effective management in fostering the growth and economic expansion driven by geospatial technology.

Local Wisdom-Based Skills Apprenticeship Process for Women Ex-Migrant Workers in Kediren Village, Magetan District, Indonesia

Kediren Village is a village where most women of productive age from the village are former migrant workers who have minimal skills and knowledge when returning to their hometown. The skills apprenticeship process organized by the Head of Kediren Village aims to reduce the population's poverty rate and unemployment for former migrant workers. Skills apprenticeships organized based on local wisdom can positively impact women who are former migrant workers, including providing additional activities that can be carried out to earn additional income. This research examines the importance of skills apprenticeships for female former migrant workers in Kediren Village. This research uses a qualitative approach with a case study method. The location of this research is Kediren Village, Lembeyan District, Magetan Regency, East Java. The informant criteria included the Kediren village head, chief, female former migrant workers, stakeholders, and community leaders as data sources in the research. Data was collected using in-depth interview techniques, observation, and documentation studies. Data analysis was carried out using the Miles and Huberman interactive model. This research shows that the skills apprenticeship process aimed at female ex-migrant workers can positively impact their ability to make traditional batik to support progress in improving the village economy and for individuals, as well as actively participating in activities organized by the chief executive. Research suggestions are aimed at female former migrant workers to develop the learning they have obtained in their daily activities and as an ongoing entrepreneurial field.

Work Life Balance Assessments of AXIS Bank Employees

“There is only one success – To be able to spend your life, your own way” Christopher Morley Life is short journey of self- discovery. It is a journey of choices and challenges that a human makes. The ups and downs that occur, as a consequence of these choices and challenges, have to be tackled by man, himself. The decisions he takes to counteract these choices and challenges, determines his success in life. ZigZagler, the late well- known American author and motivational speaker once said “I believe that being successful means having a balance of success stories across the many areas of your life. You can’t truly be considered successful in your business life, if your home life is in shambles”. The study, ‘Work life balance assessments of bank employees’, marginally captured this viewpoint, by studying the work lives of a selected set of employees of AXIS bank. Work life balance is not an individual concern any more. It is individuals who make organizations. Work life balance thus, has transitioned from the traditional individual psychological realm to social, emotional, organizational and cultural needs of every modern organization today. It is an issue that is of ultimate importance and priority, to both to the organizations and its employees. With the lines between work and life having completely blurred, especially in the globalized business, every organization is struggling to retain a ‘happy’ worker. Working executives from top to bottom; i.e. from Chief Executive Officer to a Management Trainee across the globe, seem to be resting on a volcano of stress and imbalance which can erupt and explode any moment.

Role of Market Orientation on Competitiveness of Manufacturing Firms in Kenya

In order to be competitive, manufacturing firms have to embrace and undertake strategies that will make them perform exceedingly better than their rivals in the market. Such kind of strategies to be undertaken calls for the firm to make decisions and have principles that will direct their activities and generate a behaviour that is intended to propel the firm in the market-place. In this regard the main focus of this study was to examine the role of market orientation and moderating influence that top management commitment have on competitiveness of manufacturing firms in Kenya. Theoretically, this study was grounded on resource-based and upper echelon theories, and a descriptive survey design was adopted, which targeted 134 manufacturing firms registered members of the Machakos and Central Kenya Chapters of Kenya Association of Manufacturers. A census was undertaken of all the 134 firms that are members of the two chapters. Primary data was collected using a semi-structured questionnaire that were semi-structured questionnaire that was administered to the Chief Executive Officers/Directors of the firms under the study of which both quantitative and qualitative data was generated. To determine the relationship that exist between the variables regression analysis was used while Analysis of Variance (ANOVA) was used to determine the relationship between independent and dependent variables. The overall study findings revealed that market orientation had a positive and statistically significant role on competitiveness of manufacturing firms in Kenya and top management commitment had a positive moderating role. The study findings also noted that firms that are market-oriented have developed mechanisms that gather information about the customer continuously and are able to implement various strategies aimed at improving their competitiveness. Based on the findings, the study concluded that the competitiveness of manufacturing firms in Kenya depends not only on how they determine the needs and wants of the consumer but also on how effectively and efficiently they deliver satisfaction to them.

Post-acquisition transformation challenges: how did the change in ownership affect Soni Manipal Hospital, Jaipur, in the early years?

Subject area of the teaching case MBA. Student level and proposed courses the teaching case can be used on Master’s level in Change Management, Organizational Leadership and Human Resource Management. A brief overview of the teaching case Mr Sharma, the dynamic and entrepreneurial Chief Executive Officer (CEO) of the newly formed Soni Manipal Hospital (SMH), Jaipur, and Unit Head, Manipal Hospitals [Manipal Health Enterprises Pvt Ltd. (MHEPL)], in a meeting with SMH’s Head of Human Resources and the Head of the Nursing Management, Mr Yaduvanshi realised the exponential growth of employee resistance, their lack of skills and technological advancements for documentation hindering the hospital's transformation goal. The case study highlighted the challenges the protagonist faced when taking charge as the CEO after nine months of acquisition and the factors contributing to them. Expected learning outcomes Students reading this case are expected to understand leadership theories, strategic and quality management approaches, and theories of social behaviour, such as Herzberg’s two-factor theory and social exchange theory (SET) and the application of these concepts in acquired organisations to develop healthy leadership–employee relations and change management theories. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.

Antecedents of effectuation and causation in SMEs from emerging markets: the role of CEO temporal focus

Purpose Previous studies considered effectuation and causation as alternative decision-making strategies used by entrepreneurs to navigate uncertainty, having various individual- and firm-level antecedents. This study aims to broaden our understanding of individual-level antecedents by examining the role of Chief Executive Officer (CEO) temporal focus in decision-making processes in small and medium-sized enterprises (SMEs). Design/methodology/approach Based on a multiple case study research design, the authors empirically analyse 16 Russian SMEs to uncover how the CEO temporal focus relates to the choice of effectuation/causation strategies under uncertainty. Findings CEOs with past orientation tend to adopt causation, future-oriented CEOs adhere to effectuation, while present-focused CEOs rely on both decision-making strategies (i.e. ambidexterity). Prior crisis-related experience is the underlying mechanism behind the relationship between CEO temporal orientation and effectuation/causation strategies. The authors formulate several propositions that may be tested in future studies in the field. Originality/value The contribution of this study consists in uncovering a new individual-level antecedent of effectuation/causation under uncertainty (i.e. CEO temporal focus) and suggesting that prior crisis experience acts as a mechanism underlying this relationship. The authors advance the strategic leadership theory by underscoring the CEO’s role in decision-making processes in SMEs.

National Stock Exchange: Failure of Corporate Governance

The case explores the corporate governance challenges that arose at the National Stock Exchange (NSE), India’s leading stock exchange. Chitra Ramkrishna served as the Managing Director and Chief Executive Officer (MD and CEO) of NSE from 2013 to 2016. In 2013, she was recognized by Fortune magazine as one of the most powerful women in business. In 2015, following a whistleblower’s complaint about preferential access given to certain brokers, Indian regulators launched investigations. Further allegations in September 2016 claimed that the appointment of Anand Subramanian, a close associate of Chitra Ramkrishna, violated the code of conduct. Anticipating potential dismissal over these alleged lapses, Ramkrishna resigned from the board in November 2016. Subsequent investigations revealed ongoing preferential access for select brokers during Ravi Narain’s tenure as NSE’s MD and CEO from 2010 to 2014. Narain had been a key mentor to Ramkrishna and strongly supported her appointment as CEO. It was also discovered that Ramkrishna continued to share confidential NSE information with Subramanian even after his termination. Despite these serious irregularities, the NSE board remained notably inactive. This case is significant as it highlights the NSE board’s failure to uphold its core responsibilities, allowing misconduct and irregularities to persist. It concludes by presenting the dilemma NSE’s new CEO and board of directors faced: how to address investor concerns while enhancing the organization’s leadership and governance structure.

The Evolution of Islamic Corporate Governance from the Early Ages to the Sustainable Development Goals’ (SDGs) Era

Purpose — This study aims to capture the waves of Islamic corporate governance (ICG) from its original concept to its latest evolutionary manifestations. Design/Methodology/Approach — This study conducted a literature review with an in-depth content analysis of 173 relevant articles from a selective database using Covidence. Findings — The findings reveal five distinct waves of ICG, spanning from the era of Prophet Muhammad (SAW) to the Sustainable Development Goals’ (SDGs) era, each characterised by unique features. The study also finds the top three key actors in modern ICG to be the Chief Executive Officer (CEO), the Board of Directors (BOD), and the Sharīʿah supervisory board (SSB). Originality/Value — This paper is the first to trace the roots of the ICG concept from the early ages to the current period of sustainable economy while also discussing the involvement of key actors. Research Limitations/Implications — This study offers a dual ICG mechanism framework for both Sharīʿah-compliant and Sharīʿah non-compliant companies in Muslim-majority countries. Practical Implications — The research findings can assist scholars and researchers in gaining insights into the effective implementation of ICG in contemporary business practices, especially in significant Muslim markets.

Impression management in the boardroom: How CEO facial trustworthiness influences turnover risk

This paper examines the effect of perceived trustworthiness on the turnover of Chief Executive Officers (CEOs) and its moderating role in the relationship between firm performance and CEO turnover. We employ a unique dataset comprising headshots of male CEOs in US-listed firms from 2010 to 2019 and a machine learning-based facial landmark detector to construct a composite facial trustworthiness index. Our results show that CEOs exhibiting high facial trustworthiness experience a lower turnover risk. We also find that facial trustworthiness strongly influences the link between firm performance and CEO turnover. Well-performing executives have a lower risk of being dismissed from their positions, and the dismissal risk is even lower among CEOs perceived as having a high facial trustworthiness. Conversely, underperforming CEOs are more likely to be dismissed, and the dismissal probability is greater among CEOs who have been perceived as being highly trustworthy. Our findings are consistent with the predictions of the expectancy violation theory, which posits that trustworthy-looking executives are more likely to be punished if they do not live up to the expectations held by the board of directors.

Conceptual Review on Corporate Leadership: Modeling Leadership for C-Suit Level

This paper offers a comprehensive examination of leadership theories, types, phases, and levels, highlighting their significant impact on organizational performance and their interconnectivity with organizational activities. By distinguishing between leaders and managers while also recognizing their commonalities, the paper provides a nuanced understanding of these roles within a corporate context.Central to this exploration is the introduction of the ten “I”s of leadership and management: Imagination, Intelligence, Innovation, Initiative, Inspiration, Introduction, Involvement, Informativeness, Instructiveness, and Influence. These features are foundational to both managers and leaders. Building upon these attributes, the paper introduces the ten “E”s, representing an evolved and intensified set of characteristics for chief executives: Envisioning, Excelling, Experimenting, Executing, Energizing, Enlightening, Engaging, Elaborating, Encouraging, and Exerting.The transition from the “I”s to the “E”s illustrates the progression from fundamental leadership and management traits to a more dynamic, executive-level application. This integrated model views leadership and management as complementary, essential for different stages and contexts within an organization. By merging these perspectives, the paper proposes a holistic framework for developing effective chief executives, emphasizing the synergy between leadership and management as critical for organizational success. This innovative approach redefines leadership and management roles, underscoring their importance in forming an impact- executive.

Does Privatization improve Corporate Governance and Profitability? Evidence from Cement Company of Northern Nigeria

The paper study how Privatization improves Corporate Governance and Profitability of Cement Company of Northern Nigeria. Data was collected from secondary sources, and the statistical tools employed in the Methodology were descriptive statistics and OLS regressions. The study aimed at bridging literature gap on studies that relate corporate governance and privatization policy in Nigeria. The results suggest that, The result suggest that, the company has lower market capitalization, private sector and foreign investors have concentrated ownership, bigger board size, lower percentage of executive directors and higher percentage of non-executive directors, Board chairmen were not the chief executives and chairmen audit committees were non-executive directors, lower workforce, higher percentage of management staff small percentage of non-management staff, lower profitability, products demand depended on government capital projects, The Company purchased 5MW power plant in 1991, macro-economic challenges such as devaluation of naira, energy sector crisis, foreign exchange rate, inflation, trade liberalization, inconsistent stabilization policies, political instability and banks’ strikes and weak private sector. Inferential result reveals that, has state ownership, percentage of management staff, percentage of non-management staff and privatization have positive and significant relationship with profitability. However, minority ownership has a negative and significant relationship with profitability. Based on these findings, the researcher arrived at the conclusion that, Corporate governance has significant impacts on profitability of Cement Company of Northern Nigerian. Even though, unfavourable macroeconomic environment militated against its efficiency. The study recommends that, government needs to introduce macroeconomic stabilization measures that will improve effective demand of cement products particularly with the problem of withdrawal of fuel subsidy in the economy. The company should, as a matter of necessity, design strategies that will; create international market opportunities, enhance security measures, cheap inputs, efficient financial and inventories management that will improve profitability post privatization.

2024 Joint Address from the ASHP President and the Chief Executive Officer.

2024 Joint Address from the ASHP President and the Chief Executive Officer.

The Spiralling of Corporate Corruption and the Plummeting of Corporate Governance and Ethical Leadership in African Institutions

Generally, several factors around the corporate world influence different nations technologically, socially, economically, and politically. Specifically, this paper focuses on the African continent’s politics concerning corporate corruption, corporate governance, and ethical leadership. This study aims to critically reflect on and evaluate the significance of curbing and combating corruption, promoting governance and ethics in Africa, and furthering and practising those principles. It employed a theoretical, qualitative content analysis approach in which a critical evaluation of relevant in-depth literature review was used and conducted to achieve the study objective. The results of this study revealed that: Incompetent and unethical leaders succumb to corruption, causing Africa's corruption to spiral out of control. Competent and ethical leaders, on the other hand, resist corruption; African leaders and authorities should take steps to fight corruption through ethics and governance; African corporations have become increasingly corrupt; corporate governance and ethical leadership have declined in Africa; African politicians have uncurbed power to advance their private gains, and finally, African leaders need to change their mindsets and cultures to achieve economic growth. This study emphasizes and reiterates the importance of dealing effectively with corporate corruption and advancing governance and ethics to benefit the African population and the continent. It further provides a broad and deeper understanding of corruption, ethics, and governance. The conceptual, strategic model provided by this study may be selected and used by African leaders, authorities, boards of directors, shareholders, and Chief Executive Officers (CEOs), as a tool to address corruption in African organizations and institutions.

The emotional complexity of corporate communication: An emerging market case study

This study examines Renergen Ltd's Chief Executive Officer's defence of using paid analysts. By analysing sentiment from the CEO's interview, using Facial Expression Recognition (FER) and Dynamic Exploratory Graph Analysis (DynEGA), we explore the emotional tones of sadness, fear, regret, excitement, happiness and optimism. The findings suggest that the CEO's communication was strategically crafted to address investor concerns and promote a positive outlook, highlighting the use of impression management to influence retail investors and navigate the controversy surrounding the company.

Analysis of the Performance Allowance System in Improving Employee Performance

This study investigates the effectiveness of the performance allowance system at PD. BPR Bahteramas Konawe in improving employee performance. The research explores the roles of transparency, fairness, and flexibility within the system and assesses its impact on employee motivation and productivity. The main issue addressed is identifying the key factors that influence the relationship between the allowance system and the achievement of organizational goals. The purpose of this research is to provide management with recommendations to refine the performance allowance system, enabling the company to achieve its strategic objectives and enhance its competitiveness in the financial sector. The study uses descriptive qualitative analysis with interviews as the primary data collection tool. The analysis focuses on important themes gathered from insights provided by the Chief Executive Officer, Operations Manager, and staff from various divisions. The findings reveal that the performance allowance system significantly enhances employee performance by offering both financial and non-financial incentives that recognize individual contributions. Success depends on setting clear targets, maintaining transparent evaluations, and utilizing technology for accurate assessments