Role Of Chair Research Articles

Penalties imposed on board chairs and corporate innovation: evidence from China

ABSTRACT While previous literature has explored the role of board chairs in firm performance, little is known about how penalties imposed on board chairs shape firms’ strategic decisions and their risk attitude. This study investigates the impact of penalties imposed on board chairs on corporate innovation. Drawing upon the reputation repair and resource dependence perspectives, we present two competing hypotheses that provide distinct insights into how penalties imposed on board chairs influence corporate innovation. Employing a comprehensive dataset of Chinese listed firms, we find that penalties imposed on board chairs lead to a decline in corporate innovation, supporting the resource dependence hypothesis. Further analysis find that this effect is more pronounced in firms with low redundant resources, high media attention, high industry competition, and those are non-state-owned. Our findings contribute to the growing body of the literature on board chairs, innovation and regulatory penalties by exploring the impact of penalties against board chairs on corporate innovation.

The Chair's Role in Creating Departmental Policy and Procedures, Part 2: Creating and Revising Policy

The Chair's Role in Creating Departmental Policy and Procedures, Part 2: Creating and Revising Policy

The Role of Department Chair through the Lenses of Family Systems Theory and Family Strengths Perspective

As middle managers in higher education, department chairs play a critical role in the university structure while operating in an ambiguous location between faculty and senior administration. This paper will take a closer look at the role of department chair, how chairs are selected and prepared for the position, what the job entails, qualities of an effective chair, and challenges within the position. Then, after brief descriptions of family systems theory and family strengths perspective, the benefit of each as a useful lens for enacting the position of department chair will be explored. Sample applications of each will be provided.

Odds of Attaining Orthopaedic Leadership Based on Race, Ethnicity, and Sex.

Despite widespread acceptance of the importance of diversity in leadership, systemic challenges in leadership attainment in orthopaedic surgery still exist for several groups. We hypothesize that women, underrepresented in medicine groups, and Asians have decreased odds of achieving program director and chairperson positions compared with peers. Demographic data were collected from the Association of American Medical Colleges for faculty, program directors, and chairpersons in orthopaedic surgery. Odds ratios were calculated treating race, ethnicity, or sex as the predictor variables and attainment of a leadership position as the outcome, comparing the composition of program directors in 2020 and chairpersons in 2019 with faculty in 2019. Significantly decreased odds were found for women at 0.37 (0.264 to 0.51 [ P < 0.0001]) and the Other category at 0.16 (0.065 to 0.3864 [ P = 0.0001]) while significantly increased odds were found for White and Black/African American faculty at 1.32 (1.02 to 1.71 [ P = 0.0314]) and 1.95 (1.17 to 3.26 [ P = 0.011]), respectively, in holding program director positions. Significantly decreased odds of attaining chairpersonship were found for women at 0.17 (0.07 to 0.41 [ P = 0.0075]) and Asian faculty at 0.33 (0.14 to 0.75 [ P = 0.0062]) while White faculty demonstrated significantly increased odds at 2.43 (1.41 to 4.19 [ P = 0.0013]). Women showed markedly decreased odds of leadership attainment while Black/African American faculty had increased likelihood of becoming program directors but were not markedly more likely to become chairs. Asian faculty were less likely to become program directors and markedly less likely to become chairs. While decreased odds for women were expected based on current literature, decreased odds of Asians becoming chairs and an increased likelihood of Black/African American orthopaedic surgeons becoming program directors but not attaining the role of chairs at the same rate were novel findings, revealing concerning trends for these groups.

NURS-10. DEVELOPMENT OF A NATIONAL PAEDIATRIC NEURO-ONCOLOGY NURSES GROUP (UNITED KINGDOM)

Abstract BACKGROUND The purpose of developing this group is to provide neuro-oncology patients with a high standard of care from diagnosis, treatment and beyond that is research based and reflects individual needs. This forum allows nurses working within paediatric neuro-oncology to share knowledge, experience, collaborate on projects, benchmarking and research opportunities. This will allow paediatric neuro-oncology nurses to increase their expertise and to foster relationships and collaborate with the wider neuro-oncology field and multi-disciplinary team. METHODS Develop an affiliation with a national association or organization Develop links to ensure all neuro-oncology nurses within CCLG centres are aware of the group, have the opportunity to join, fostering collaboration and support. Develop awareness of the neuro-oncology nursing speciality Develop a mission statement, terms of reference, and rolling agenda Literature reviews to ensure group has similar operation in line with other national nurses’ groups. Developing accountability. RESULTS Developed database of national neuro oncology nurses with all CCLG UK and Ireland centres represented. Set frequency of meetings and agendas. Ensure it operates to the same standard as other nurses’ groups. Organised working groups for projects. Agreed role of chair. CONCLUSION These activities have continued the development of the group since it’s conception in 2015 providing more structure, continued support to its members and wider recognition of its work. A robust mission statement, terms of reference, organisation and structure will ensure continued provision of education and support to neuro-oncology nurses, recognition of the group to the wider neuro-oncology community and improve overall patient experience.

Growing Old, but Paying Back: Understanding How Age Influences Corporate Social Innovation Depth and Breadth of Multinationals in Weak Institutional Contexts

Corporate Social Innovation (CSI) has emerged as a research priority for multinational enterprises (MNEs) due to the increasing popularity of sustainable development solutions addressing wicked problems in the 21st century. Although most studies on CSI have focused on data from developed economies, emphasising the younger generation's forward-looking, sustainable, and environmentally friendly attitudes, there exists a gap in our understanding of the attitude of the older generation towards CSI practices of MNEs operating in emerging economies. The UN's SDG 3 advocates for the well-being of all at all ages. Despite this, healthcare outcomes in global-south countries fall below standard. Therefore, we conducted an in-depth critical analysis of textual data concerning CSI practices of 115 healthcare MNEs operating in 13 emerging economies. We quantified the number of CSI practices in their annual reports and operationalised the dependent variable using an entropy index to calculate the density and percentage score of CSI. Drawing on Upper Echelons, our analysis revealed that older CEOs are likelier to promote, initiate, and implement CSI in greater depth and breadth. These findings present a compelling case supporting the argument that CEOs and board members tend to contribute more to society as they age. We offer empirical evidence supporting the strengthening roles of senior board members and female board chairs. Our findings complement existing CSI studies from developed countries and illustrate how CEO and board characteristics influence the depth and breadth of CSI in emerging economies.

Global board reforms and corporate acquisition performance

This paper examines the effect of board reforms on corporate acquisition performance using data from 31 countries. Using a difference-in-differences design, we find that the implementation of board reforms in the acquirer's country significantly increases acquirer returns. The increase is driven by reforms involving board independence, but not reforms involving audit committee independence nor the separation of CEO and board chair roles. Further analysis shows that the uplift in acquisition performance following improvements in board independence is strongest in acquirers with more agency problems. The ‘Board reform strengthening’ effect is concentrated in larger acquirers, with more free cash flows, executing large and public-target deals and operating in countries with ex-ante poor investor protection. The empirical evidence indicates that reforming board independence effectively alleviates agency problems between managers and shareholders and improves corporate acquisition performance.

Recycling water: board membership and industry-peer pressures

PurposeDespite the well-recognized importance of recycled water, the study of industry-peer pressure on recycled water is relatively new. This study investigates how organizations experience and react to industry-peer pressure to set recycled water targets. Additionally, this study investigates the role of board chairs involved in sustainability committees in contributing to responses to industry-peer pressure.Design/methodology/approachUsing Eviews 12, this study employed a pooled logistic regression model to analyze data from 1,346 firms on Taiwan and Taipei exchanges (2017–2020).FindingsThe findings revealed that frequency-based imitation drives recycled water target-setting diffusion. However, there is no direct relationship between outcome-based imitation and recycled water target-setting. Notably, outcome-based imitation drives the adoption of recycled water target-setting of firms with board-chair membership in sustainability committees.Research limitations/implicationsThis study faces certain data limitations. First, this study primarily focuses on water recycling. Future research could explore other ways to reduce water usage, such as using water-efficient equipment. Second, this study gathered information solely on the presence or absence of a board chairperson on the sustainability committee. Future researchers could explore the impact of the composition of sustainability committee on recycled water target-setting. Lastly, the sample used in this study is restricted to Taiwan's corporations that existed during 2017–2020. Future researchers may consider adopting a longitudinal design in other economies to address this limitation.Practical implicationsThe findings of this study offer several guidelines and implications for recycled water target-setting and the composition of sustainability committees. It responds to an urgent call for solutions to water shortages when pressure from governments and nongovernmental organizations is relatively absent. The number of industry peers that have already set recycled water targets is indispensable for motivating firms to set their own recycled water targets. In terms of insufficient water-related regulatory pressure and normative pressure, this study found evidence suggesting that the direct motivation for setting recycled water targets stems from mimetic pressures via frequency-based imitation. The evidence in this study suggests that policymakers should require companies to disclose their peers’ recycled water target information, as doing so serves as an alternative means to achieving SDG 6.3.Social implicationsRecycled water target-setting might be challenging. Water recycling practices may face strong resistance and require substantial additional resources (Zhang and Tang, 2019; Gao et al., 2019; Gu et al., 2023). Therefore, this study suggests that firms should ensure the mindfulness of board members in promoting the welfare of the natural environment when making recycled water target-setting decisions. To reap the second-mover advantage, firms must consider the conditions in which board members can more effectively play their role. Corporations may help their chairpersons in setting recycled water targets by recruiting them as members of sustainability committees. Meanwhile, chairpersons tend to activate accurate mental models when the water conservation performance of pioneering industry peers is strong enough to indicate the potential benefits of adopting recycled water target-setting. Investors’ and stakeholders’ understanding of how the composition of sustainability committees is related to recycled water target-setting may help to identify the potential drivers of firms’ water responsibility. Investors and stakeholders should distinguish firms in terms of the board chair’s membership of their sustainability committee and focus on water-use reduction outcomes in the industry. This study provides insights into circumstances whereby chairpersons help to restore the water ecosystem.Originality/valueThis study explains how frequency-based and outcome-based imitation are two prominent mechanisms underlying the industry-peer pressure concerning recycled water target-setting. Moreover, this study fills literature gaps related to the moderating roles of board-chair membership in sustainability committees concerning industry-peer pressure on recycled water target-setting.

Do Investors Undervalue Female Directors Due to Gender Role Stereotypes? Evidence from the United States

We show that female directors are associated with higher equity undervaluation after controlling for the effects of female managers, firm performance, corporate governance, risk, dispersion in analysts’ earnings forecasts, firm size, stock price informativeness, and earnings quality. This association is less pronounced after increased societal awareness of female directors. Our findings are robust to the use of alternative measures of key variables and various tests of endogeneity. We further find that female directors’ committee membership, committee chair role, board tenure, and board experience are positively associated with equity undervaluation. Additional results show that female directors’ age and ethnicity also impact equity undervaluation, and the undervaluation of female directors mostly occurs for firms operating in male‐dominated industries. Our results collectively suggest that investors’ negative gender role stereotyping of female directors contributes to equity undervaluation of firms with female directors. Negative stereotyping of female directors is less pronounced after investors become more aware of the benefits of female directors. Therefore, our findings provide insights for policy makers and suggests that further increased awareness of the benefits of female directors is essential. Policy makers may also consider taking appropriate actions to further minimize gender stereotyping of female directors.

A Retrospective Analysis of Leadership, Awardees, and Member Gender Representation of the Canadian Society for Immunology.

The Canadian Society for Immunology (CSI) established a formal Equity, Diversity, and Inclusion (EDI) Committee with the goal of providing EDI advocacy and leadership within the CSI, as well as in the broader scientific community. A first task of this committee was to review the publicly available historical data on gender representation within the CSI's membership, leadership, award recipients, and conference chairs/presenters as a step in establishing a baseline reference point and monitoring the trajectory of future success in achieving true inclusion. We found that, except for overall membership and a specific subset of awards, all categories showed a historical bias toward men, particularly prior to 2010. Bias persists in various categories, evident even in recent years. However, we note an encouraging trend toward greater gender parity, particularly in the roles of President, symposium presenters, and workshop chairs, especially from 2017 onward. We present these findings as well as our recommendations to enhance inclusivity. These include a more comprehensive collection and secure storage of self-identification data, emphasis on EDI as an essential component of all annual meeting activities, and innovative measures of outreach, collaboration, and leadership with the aim of making the CSI a model for improving EDI in other professional research societies.

Racquel Oden: From HBCU to Chair of the Thurgood Marshall College Fund

Racquel Oden assumed the role of board chair of the Thurgood Marshall College Fund at the start of the new year, becoming the first female chair of the woman‐founded organization's board of directors.

Racquel Oden: From HBCU to Chair of the Thurgood Marshall College Fund

Racquel Oden assumed the role of board chair of the Thurgood Marshall College Fund at the start of the new year, becoming the first female chair of the ­woman‐founded organization's board of directors.

TMCF's First Female Board Chair Has Her Sights on International Focus

Racquel Oden assumed the role of board chair of the Thurgood Marshall College Fund at the start of the new year, becoming the first female chair of the woman‐founded organization's board of directors.

Recent Trends in “Manels” and Gender Representation Among Panelists at North American Annual Radiation Oncology Meetings

PurposeAchieving gender equity in radiation oncology is an important goal as a smaller proportion of women enter radiation oncology residency compared to those graduating medical school. As invited speaking opportunities at academic medical conferences are vital for promotion/tenure, we investigated the prevalence of all-men panels (“manels”) at ASTRO and CARO Annual Meetings. Methods and MaterialsUsing ASTRO and CARO online meeting programs, 2018-2021 faculty information was obtained, including gender, panel role (chair vs. non-chair), type of session, and topic. Primary outcomes included percentage of manels and proportion of women panelists over time. Representation of women among chairs was also evaluated. ResultsOver the 4-year study period across both conferences, there were a total of 765 panel sessions with 2,973 faculty members, of which 1,287 (43.3%) were women. Of these, 127/765 (16.6%) were manels. ASTRO meetings had 169/2742 (42.6%) women faculty members and 107/680 (15.7%) manels, while CARO meetings had 118/231 (51.1%) female faculty and 20/85 manels (23.5%). From 2018 to 2021, the proportion of manels decreased, at ASTRO and CARO from 25.6% to 8.2% (p<0.001) and from 29.6% to 15.0% (p=0.130), respectively. The role of chair was majority male in every year from 2018 to 2021 at ASTRO (58.6% overall), but more balanced at CARO (48.0% overall). Among session types, the highest proportion of manels was observed for scientific sessions (19.1%, p=0.011) at ASTRO and leadership sessions (29.4%, p=0.533) at CARO. The lowest proportion of women panelists were on genitourinary cancer topics at ASTRO (31.9%, p=0.018) and physics topics at CARO (40.4%, p=0.085). ConclusionDuring the study period, the proportion of women panelists increased with a corresponding decrease in manels. ASTRO and CARO should strive for further involvement of women and the elimination of manels whenever possible.

The Chair's Role in Fostering Equity, Part 2: Family‐Friendly Policies

The Chair's Role in Fostering Equity, Part 2: Family‐Friendly Policies

The Chair's Role in Fostering Equity, Part 3: Faculty Evaluation

The Chair's Role in Fostering Equity, Part 3: Faculty Evaluation

Board structure and risk-taking behavior: evidence from the financial sector of Pakistan

PurposeThe board structure (BS) is pivotal in modern corporate governance (CG). This study aims to investigate BS variables (BSIZE, BIND and chief executive officer [CEO] duality) and their correlation with risk-taking behavior indicators, enriching the understanding of how CG shapes financial institutions’ (FIs) decision-making in Pakistan.Design/methodology/approachBy scrutinizing data from 67 financial entities listed on the Stock Exchange of Pakistan spanning from 2011 to 2022 through panel data regression techniques, the research emphasizes that BS holds a substantial influence over the risk tendencies exhibited by these firms.FindingsKey findings suggest that board size has a positive influence, aligned with previous CG research. Smaller boards perform better and avoid excessive risk-taking, contrasting some negative relationship claims. More independent directors are recommended to curtail risk and financial disruption. Holding both CEO and chair roles reduces risk exposure, resonating with reputational and employment risk theory. It is essential to recognize that BS’s impact on risk-taking is nuanced and context-dependent.Practical implicationsPolicymakers, scholars, practitioners and investors working in the market for financial companies might greatly benefit from the empirical findings of this study. Imposing mandates on FIs to uphold adequate capital reserves functions as a safeguard against unforeseen losses, thereby diminishing the probability of unwarranted risk-taking.Originality/valuePrior studies in this domain predominantly focus on nonfinancial sectors. In addition, existing research often explores the relationship between BS and firm risk-taking solely within the banking sector, overlooking other FIs. This study contributes by using a comprehensive data set encompassing all types of FIs, thus extending the existing literature.

Seven Mantras for Board Chair Effectiveness—An Enlightened Approach for the 21st Century

Despite an increasing remit and recognition of the role of the board Chair, resources that effective Chairs of the 21st century deploy remain inadequately explored in the existing literature. This article addresses this gap through the innovative use of 57 face-to-face, elite interviews with board members and provides new insights into the best practices of Chairs of the largest listed companies in the United Kingdom. The findings of the study indicate that effective leadership of boards requires an enlightened approach, with seven Mantras of effective board leading being commonly employed. These Mantras are—support for the CEO, lead with values, exercise influence (not power), compose diverse boards, communicate inclusively, resolve conflicts intuitively and reflect and course correct. The article makes a three-fold contribution: to resource-based theory and enlightened leadership theory, to the literature on board Chair effectiveness and praxis of leading in the 21st century.

Gender and Pathways to Leadership in Academic Anesthesiology: A Qualitative Content Analysis of US Chairpersons' Curricula Vitae.

Women are underrepresented in medicine and academic anesthesiology, and especially in leadership positions. We sought to characterize career achievement milestones of female versus male academic anesthesiology chairs to understand possible gender-related differences in pathways to leadership. We conducted a retrospective observational cross-sectional analysis. In November 2019, curricula vitae (CVs) were requested from then-current members of the US Association of Academic Anesthesiology Chairs. Data reflecting accomplishments up to the time of chair appointment were systematically extracted from CVs and analyzed using a mixed methods approach with qualitative content analysis supplemented by descriptive statistics and bivariate statistical testing. Missing data were not imputed. Seventy-two CVs were received from eligible individuals (response rate 67.3%). The respondent sample was 12.5% women (n = 9), 87.5% men (n = 63), and no transgender or nonbinary people; this is similar to the known gender balance in anesthesiology chairs in the United States. No statistically significant differences in objective markers of academic achievement at the time of chair appointment were evident for female versus male chairs, including time elapsed between the first faculty appointment and assumption of the chair role (median 25 vs 18 years, P = .06), number of publications at the time the chair was assumed (101 vs 69, P = .28), or proportion who had ever held a National Institutes of Health (NIH) grant as principal investigator (44.4% vs 25.4%, 0.25). Four phenotypes of career paths were discernible in the data: the clinician-administrator, the educator, the investigator, and the well-rounded scholar; these did not differ by gender. Female chairpersons who were members of the Association of Academic Anesthesiology Chairs in the United States demonstrated similar patterns of academic achievement as compared to male chairpersons at the time the position of chair was assumed, suggesting that they were equally qualified for the role as compared to men. Four patterns of career achievements were evident in the chairperson group, suggesting multiple viable pathways to this leadership position.

Capital Structure, Board Characteristics and Firm Performance of Listed Non-Financial Companies

This exploratory research investigates the complex dynamics among capital structure, board characteristics, and financial performance in listed non-financial companies in Nigeria. Utilizing purposive sampling, the study focuses on 67 companies, primarily non-financial, renowned for consistently providing accessible data. Annual reports from 2012 to 2022 serve as the data source, covering metrics related to capital structure (Debt to Assets Ratio and Leverage Ratio), board characteristics (CEO Duality, Board Size, and Board Gender Diversity), and financial performance (Return on Assets, Dividend per Share, and Earnings per Share). Employing panel data econometrics techniques, including fixed and random effects pooled regression models, the study analyzes these relationships. The findings reveal a statistically insignificant negative impact of capital structure on financial performance, indicated by Debt to Assets Ratio and Leverage. CEO duality shows a negative effect on Earnings per Share without statistical significance. In contrast, Board Size and Board Gender Diversity significantly positively influence Earnings per Share, underscoring their importance in enhancing firm performance. Regarding Dividend per Share, higher Debt to Assets Ratio and Leverage are associated with lower firm performance, while CEO duality’s impact lacks statistical significance. Larger board sizes and greater board gender diversity, however, positively affect Dividend per Share, emphasizing their positive contributions to financial performance. The study concludes with recommendations, including the importance of companies striving for an optimal capital structure, enhancing board diversity, evaluating CEO and Chair role separation, and carefully assessing risk factors when considering higher leverage. Nonetheless, limitations, such as the statistical insignificance of some relationships, the limited data period, and the omission of external factors, highlight avenues for future research.