Pub Date : 2019-11-08DOI: 10.33422/conferenceme.2019.11.644
Aaron Loh
University education in emerging economies at graduate level, during the last two decades, had started to pay attention to the field of economics and business management training. Today, just as happened half a century ago in universities of developed countries, most universities of good repute and popularity in the younger developing and emerging economies are beginning to have business specialization more popular than all other academic disciplines in their university. However, most of these academic institutions, are nevertheless still conducting their courses in the mother tongue of the specific nation where they are located. The present author had the privilege to have worked first hand for some 25 years in business world globally before retiring to the academic arena for more than a decade to teach and implement programs for international business and management education in Thailand. Particularly during the last 3 years, there were many opportunities that were worked on for collaboration and networking with different universities in the southeast Asian region towards organizing graduate level International business education in these emerging and developing nations. This presentation introduces the many challenges faced over the years in those environment.
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Pub Date : 1900-01-01DOI: 10.33422/conferenceme.2019.11.640
Sicheng Luo
Although executive compensation system is seen as influencing subsequent firm operating performance, prior studies have produced inconsistent results on their relationship. The mediation that governs this effect, particularly of top management team shared-fate rewards by adopting time horizons, has remained largely unexplored. The overall legitimacy crush of this mechanism could be more intricate than previously assumed. Given that agency theory and entrepreneurial orientation theory have conceptually constrained, the author incorporates an important firm-level strategic orientation which captures an firm`s strategy-making philosophy that are entrepreneurial in nature, namely, entrepreneurial orientation, as a critical intervening factor by which executive pay is converted into organizational outcome. The empirical research based on a survey in Taiwan. The findings show that TMT long-term incentive plan has a significant and positively effect on entrepreneurial orientation while entrepreneurial orientation is significantly related to firms` return on equity. In addition, these results suggest that entrepreneurial orientation mediates the relationship between top management team LTIP and firms` financial performance. The study contributes to executive compensation literature and entrepreneurial orientation theory by reconciling the performance consequences of executive pay and identifying the incentive-based antecedent of firms` strategic choices. The author also discusses the implications of these results.
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