This paper empirically examines whether the number two executive in a firm could possibly mitigate the agency problems by monitoring the CEO from bottom up. While the CEO has always been the focus, little work has been done on the number two executive. This study promotes a comprehensive understanding of these top executives and their roles in the bottom-up monitoring mechanism. The results suggest that (1) the bottom-up monitoring provided by number two executives improves firm value; (2) the effect is greater for firms with weaker corporate governance or CEO incentive alignment; (3) the bottom-up monitoring is more important in the post-SOX environment; (4) such monitoring reduces the CEO’s ability to pursue the “quiet life” but has no effect on “empire building.”
{"title":"Number Two Executives: Bottom-up Monitoring","authors":"Zhichuan Frank Li","doi":"10.2139/ssrn.2406191","DOIUrl":"https://doi.org/10.2139/ssrn.2406191","url":null,"abstract":"This paper empirically examines whether the number two executive in a firm could possibly mitigate the agency problems by monitoring the CEO from bottom up. While the CEO has always been the focus, little work has been done on the number two executive. This study promotes a comprehensive understanding of these top executives and their roles in the bottom-up monitoring mechanism. The results suggest that (1) the bottom-up monitoring provided by number two executives improves firm value; (2) the effect is greater for firms with weaker corporate governance or CEO incentive alignment; (3) the bottom-up monitoring is more important in the post-SOX environment; (4) such monitoring reduces the CEO’s ability to pursue the “quiet life” but has no effect on “empire building.”","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129322607","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper aims to analysis and evaluate of an organization’s budgetary control system and its links with performance management and decision making. So, it tries to evaluate the relation of budgetary control system with the actual performance and taking decisions accordingly. The researcher concludes that budgetary control is having the significant role in the performance of the organization and the budgeting techniques are helpful for improving the productivity of the company, and the researcher recommends replicating that the budgetary control is the administration methodology of utilizing budgets to screen and control the execution of the association.
{"title":"Organization Budgetary Control System","authors":"Badruldeen Mohd Ali","doi":"10.2139/ssrn.3794866","DOIUrl":"https://doi.org/10.2139/ssrn.3794866","url":null,"abstract":"This paper aims to analysis and evaluate of an organization’s budgetary control system and its links with performance management and decision making. So, it tries to evaluate the relation of budgetary control system with the actual performance and taking decisions accordingly. The researcher concludes that budgetary control is having the significant role in the performance of the organization and the budgeting techniques are helpful for improving the productivity of the company, and the researcher recommends replicating that the budgetary control is the administration methodology of utilizing budgets to screen and control the execution of the association.<br>","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121332802","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
One of the central puzzles of strategy is the persistence of superior performance. About a decade ago a stream of research emerged looking at changing persistence over time and finding a monotonic trend toward a new “age of temporary advantage”. We extend the time series from these analyses and introduce new tools from the literatures on social mobility and economic growth. We find that the trend reversed itself and the beginning of the 21st century has been characterized by increasing persistence of superior performance. This trend is not due to changes in industry composition or newly public listings. Instead we report this reversal both within and across industries and primarily within established firms.
{"title":"Changes in Persistence of Performance Over Time","authors":"V. M. Bennett","doi":"10.2139/ssrn.2839630","DOIUrl":"https://doi.org/10.2139/ssrn.2839630","url":null,"abstract":"One of the central puzzles of strategy is the persistence of superior performance. About a decade ago a stream of research emerged looking at changing persistence over time and finding a monotonic trend toward a new “age of temporary advantage”. We extend the time series from these analyses and introduce new tools from the literatures on social mobility and economic growth. We find that the trend reversed itself and the beginning of the 21st century has been characterized by increasing persistence of superior performance. This trend is not due to changes in industry composition or newly public listings. Instead we report this reversal both within and across industries and primarily within established firms.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132410003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Focusing on impact-oriented strategies, we study a resource-based paradox rooted in a trade-off between effectiveness and inclusiveness. Using a unique dataset of 6,000 microcredit loan applications received by an impact-oriented microfinance firm, we study the role of three resource types: financial, relational and human capital. Our results confirm our proposed resource-based paradox: while certain resource configurations improve entrepreneurs’ ability to generate rents from microloans (higher effectiveness), these gains are only reaped by the restricted set of entrepreneurs with access to those specific configurations (lower inclusiveness). We contribute to the research-based literature by demonstrating how resources influence the ability of impact-oriented strategies to generate gains for target populations, and by expanding the applicability of resource-based theories to the context of businesses designed to promote positive societal impact.
{"title":"The Resource-Based Paradox of Impact-Oriented Strategies: A Study in the Context of Microcredit","authors":"Leandro Nardi, S. Lazzarini, Sandro Cabral","doi":"10.2139/ssrn.3604722","DOIUrl":"https://doi.org/10.2139/ssrn.3604722","url":null,"abstract":"Focusing on impact-oriented strategies, we study a resource-based paradox rooted in a trade-off between effectiveness and inclusiveness. Using a unique dataset of 6,000 microcredit loan applications received by an impact-oriented microfinance firm, we study the role of three resource types: financial, relational and human capital. Our results confirm our proposed resource-based paradox: while certain resource configurations improve entrepreneurs’ ability to generate rents from microloans (higher effectiveness), these gains are only reaped by the restricted set of entrepreneurs with access to those specific configurations (lower inclusiveness). We contribute to the research-based literature by demonstrating how resources influence the ability of impact-oriented strategies to generate gains for target populations, and by expanding the applicability of resource-based theories to the context of businesses designed to promote positive societal impact.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129225279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-15DOI: 10.47992/ijcsbe.2581.6942.0054
Meghana Salins, Sujaya Mendon, P. Aithal
Lakme is one of the leading cosmetic brands with headquarters in Mumbai, India, ownedpresently by Unilever. The idea of establishing Lakme in the year 1952 surged into existencebecause Prime Minister Jawaharlal Nehru came to know that Indian women were splurgingon imported cosmetics and spending precious foreign exchange on beauty products. In thiscase, he requested JRD Tata to start the beauty sector in India. Lakme then became a100%affiliate of Tata Oil Mills (TOMCO), a part of the TATA group. Later it became a uniquecompany as it goes by its tagline ‘Lakme Reinvent’ after it has been acquired by HindustanUnilever, ‘On Top of the World’ which now continuously innovates and offers a wide varietyof cosmetics of the world class, skincare product, and beauty salons to the customers aroundthe world. This article illustrates different elements of the organization, its company sections,marketing strategies, corporate structure, management, and structure operations whileproviding beauty and wellness services. The secondary data were obtained from variousscholarly journals, websites, and books. We have analysed financial performance, corporatesocial responsibilities of the company and examined their strategies using the SWOCframework as a research case study.
{"title":"A Comprehensive Analysis of Top Indian Cosmetic Company : LAKME","authors":"Meghana Salins, Sujaya Mendon, P. Aithal","doi":"10.47992/ijcsbe.2581.6942.0054","DOIUrl":"https://doi.org/10.47992/ijcsbe.2581.6942.0054","url":null,"abstract":"Lakme is one of the leading cosmetic brands with headquarters in Mumbai, India, ownedpresently by Unilever. The idea of establishing Lakme in the year 1952 surged into existencebecause Prime Minister Jawaharlal Nehru came to know that Indian women were splurgingon imported cosmetics and spending precious foreign exchange on beauty products. In thiscase, he requested JRD Tata to start the beauty sector in India. Lakme then became a100%affiliate of Tata Oil Mills (TOMCO), a part of the TATA group. Later it became a uniquecompany as it goes by its tagline ‘Lakme Reinvent’ after it has been acquired by HindustanUnilever, ‘On Top of the World’ which now continuously innovates and offers a wide varietyof cosmetics of the world class, skincare product, and beauty salons to the customers aroundthe world. This article illustrates different elements of the organization, its company sections,marketing strategies, corporate structure, management, and structure operations whileproviding beauty and wellness services. The secondary data were obtained from variousscholarly journals, websites, and books. We have analysed financial performance, corporatesocial responsibilities of the company and examined their strategies using the SWOCframework as a research case study.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121080060","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Safety is a central issue that challenges decision makers during the planning and implementation of high-speed railways (HSR), and appropriate systems should be in place to ensure safe performance during operations. To contribute toward the capacity-building efforts in countries importing HSR technology, we highlight the importance of a rather rarely discussed but inarguably essential factor, i.e., the role of top management in improving the safety culture of organizations. We adopt a multi-dimensional dynamic framework to assess the present state of the safety culture at two railway companies—Indian Railways and the East Japan Railway Company. Interviews with senior officials from the two organizations were conducted to assess the current state of their safety cultures using the adopted framework consisting of 11 tangible and seven intangible aspects of safety culture categorized into five levels. Our aim is to develop temporal profiles of the safety culture for each organization and to reveal the underlying dynamics and associated challenges in changing the safety culture. However, preliminary results highlighting the current state of the safety culture for the two organizations, when juxtaposed, reveals opportunities for improvement for Indian Railways. Detailed discussions using examples obtained from the interviews are then used to illustrate the importance of sustained efforts from top leadership in developing a positive safety culture. We conclude that dynamics related to safety culture are also affected by other components of the system such as organizational structure, training system, etc. Hence, an integrated approach considering the dynamic interactions between technology, human resources, management, and safety culture is deemed necessary to both analyze the current safety performance and design new management policies.
{"title":"Safety Culture in High-Speed Railways and the Importance of Top Management Decisions","authors":"Nikhil Bugalia, Yu Maemura, K. Ozawa","doi":"10.2139/ssrn.3512286","DOIUrl":"https://doi.org/10.2139/ssrn.3512286","url":null,"abstract":"Safety is a central issue that challenges decision makers during the planning and implementation of high-speed railways (HSR), and appropriate systems should be in place to ensure safe performance during operations. To contribute toward the capacity-building efforts in countries importing HSR technology, we highlight the importance of a rather rarely discussed but inarguably essential factor, i.e., the role of top management in improving the safety culture of organizations. We adopt a multi-dimensional dynamic framework to assess the present state of the safety culture at two railway companies—Indian Railways and the East Japan Railway Company. Interviews with senior officials from the two organizations were conducted to assess the current state of their safety cultures using the adopted framework consisting of 11 tangible and seven intangible aspects of safety culture categorized into five levels. Our aim is to develop temporal profiles of the safety culture for each organization and to reveal the underlying dynamics and associated challenges in changing the safety culture. However, preliminary results highlighting the current state of the safety culture for the two organizations, when juxtaposed, reveals opportunities for improvement for Indian Railways. Detailed discussions using examples obtained from the interviews are then used to illustrate the importance of sustained efforts from top leadership in developing a positive safety culture. We conclude that dynamics related to safety culture are also affected by other components of the system such as organizational structure, training system, etc. Hence, an integrated approach considering the dynamic interactions between technology, human resources, management, and safety culture is deemed necessary to both analyze the current safety performance and design new management policies.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129736978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent corporate political activities (CPA) studies applying the “fit paradigm” found that foreign subsidiaries’ political capabilities in emerging markets are shaped not just by host country- but also by home country institutions: Subsidiaries of multinational enterprises (MNEs) need to develop CPA that “fit” parent political capabilities. Yet, this literature neglects that this “organizational fit” requirement goes together with an “institutional fit” requirement between subsidiary CPA and the host institutional environment. Achieving this dual fit is particularly difficult in very volatile institutional host environments where the value of political capabilities changes rapidly. In such environments subsidiaries face a dilemma between the decreasing “institutional fit” of easily transferable capabilities and the lack of “organizational fit” of necessary “sticky,” local ones. To understand how firms deal with this dilemma, we develop a typology of political capabilities that takes into account their varying transferability/stickiness and their dynamic institutional contingency in the host country. Our empirical study of Hungary shows that MNEs even from institutionally very different economies can successfully transfer political capabilities to develop effective CPA in a radically volatile political environment. Yet, as political risk becomes discontinuous, this strategy may reach its limits.
{"title":"Between a Rock and a Hard Place: Internal- and External Institutional Fit of Mne Subsidiary Political Strategy in Contexts of Institutional Upheaval","authors":"Gerhard Schnyder, Dorottya Sallai","doi":"10.2139/ssrn.3373607","DOIUrl":"https://doi.org/10.2139/ssrn.3373607","url":null,"abstract":"Recent corporate political activities (CPA) studies applying the “fit paradigm” found that foreign subsidiaries’ political capabilities in emerging markets are shaped not just by host country- but also by home country institutions: Subsidiaries of multinational enterprises (MNEs) need to develop CPA that “fit” parent political capabilities. Yet, this literature neglects that this “organizational fit” requirement goes together with an “institutional fit” requirement between subsidiary CPA and the host institutional environment. Achieving this dual fit is particularly difficult in very volatile institutional host environments where the value of political capabilities changes rapidly. In such environments subsidiaries face a dilemma between the decreasing “institutional fit” of easily transferable capabilities and the lack of “organizational fit” of necessary “sticky,” local ones. To understand how firms deal with this dilemma, we develop a typology of political capabilities that takes into account their varying transferability/stickiness and their dynamic institutional contingency in the host country. Our empirical study of Hungary shows that MNEs even from institutionally very different economies can successfully transfer political capabilities to develop effective CPA in a radically volatile political environment. Yet, as political risk becomes discontinuous, this strategy may reach its limits.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131354561","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Data visualization is a graphic representation of data with the intention of easing ease access to information, enhancing data readability, and strengthening information literacy. Over the past decade, data-informed decision-making has become a crucial part of institutional planning in public higher education. Similar to the private sector, higher education is inundated by data, but is oftentimes limited in its capability to review and interpret information in an efficient manner. Literature posits that by making information palatable and accessible, leaders may be able to more effectively foster an infrastructure around data access and utilization. The following study examines the components across literature that relate to developing effective data visualizations and conducts a mix methods study with higher education professionals to identify alignment with historical themes.
{"title":"Exploring Effective Data Visualization Strategies in Higher Education","authors":"Aeron Zentner, Raissa Covit, D. Guevarra","doi":"10.2139/ssrn.3322856","DOIUrl":"https://doi.org/10.2139/ssrn.3322856","url":null,"abstract":"Data visualization is a graphic representation of data with the intention of easing ease access to information, enhancing data readability, and strengthening information literacy. Over the past decade, data-informed decision-making has become a crucial part of institutional planning in public higher education. Similar to the private sector, higher education is inundated by data, but is oftentimes limited in its capability to review and interpret information in an efficient manner. Literature posits that by making information palatable and accessible, leaders may be able to more effectively foster an infrastructure around data access and utilization. The following study examines the components across literature that relate to developing effective data visualizations and conducts a mix methods study with higher education professionals to identify alignment with historical themes.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133206036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper reviews the literature on the topic of shareholder responsibility, a concept that has received surprisingly little public attention. The challenge of the present-day investment chain, in which private individuals invest in capital markets through mutual funds and ETFs, is that it further diffuses responsibility. Institutional investors in today’s ‘asset manager capitalism’ carry greater responsibility than individual investors did in the past. This conceptual paper sets out the moral foundation for shareholders’ responsibility and describes how the responsibility of shareholding is diffused along the ‘investment chain’. It finds that the overall level of shareholder responsibility has increased as a result of the institutionalization of investment. Furthermore, while the ultimate owners retain some responsibility, the majority of responsibility has been shifted to the asset managers. Amongst institutional investors, a moral case can be made that the level of responsibility increases with assets under management. This paper therefore advocates institutional investors invest in expanding their corporate governance departments in order to ensure the continuity of their social licenses to operate and to avoid incremental regulation.
{"title":"Shareholder Responsibility – A Review of the Concept","authors":"Patrick Jahnke","doi":"10.2139/ssrn.3270287","DOIUrl":"https://doi.org/10.2139/ssrn.3270287","url":null,"abstract":"This paper reviews the literature on the topic of shareholder responsibility, a concept that has received surprisingly little public attention. The challenge of the present-day investment chain, in which private individuals invest in capital markets through mutual funds and ETFs, is that it further diffuses responsibility. Institutional investors in today’s ‘asset manager capitalism’ carry greater responsibility than individual investors did in the past. This conceptual paper sets out the moral foundation for shareholders’ responsibility and describes how the responsibility of shareholding is diffused along the ‘investment chain’. It finds that the overall level of shareholder responsibility has increased as a result of the institutionalization of investment. Furthermore, while the ultimate owners retain some responsibility, the majority of responsibility has been shifted to the asset managers. Amongst institutional investors, a moral case can be made that the level of responsibility increases with assets under management. This paper therefore advocates institutional investors invest in expanding their corporate governance departments in order to ensure the continuity of their social licenses to operate and to avoid incremental regulation.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123856352","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper delves into the effects that strategic representations have on firm performance. It does so in four ways. First, it describes different types of representations—internal, external, and d...
{"title":"What Makes a Decision Strategic? Strategic Representations","authors":"Felipe A. Csaszar","doi":"10.1287/STSC.2018.0067","DOIUrl":"https://doi.org/10.1287/STSC.2018.0067","url":null,"abstract":"This paper delves into the effects that strategic representations have on firm performance. It does so in four ways. First, it describes different types of representations—internal, external, and d...","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114415279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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