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The Dark Side Of Executive Compensation Duration: Evidence From Mergers And Acquisitions, Zhi Li, Qiyuan Peng
The Dark Side Of Executive Compensation Duration: Evidence From Mergers And Acquisitions, Zhi Li, Qiyuan Peng
Business Faculty Articles and Research
We find that contrary to popular belief, CEOs with long compensation duration do not make better long-term investment decisions. Using a comprehensive pay duration measure, we find that acquisitions conducted by CEOs with long compensation duration receive more negative announcement returns, and experience significantly worse post-acquisition abnormal operating and stock performance, compared with deals conducted by CEOs with short compensation duration. The negative correlation between compensation duration and mergers and acquisitions (M&A) performance is driven by long-term time-vesting plans, not by performance-vesting plans. The results suggest that extending CEO pay horizons without implementing performance requirements is insufficient to improve managerial …
Generational Diversity: Absenteeism Examined Through Perceptions Of Organizational Justice And Authentic Leadership, Ebony Lisa Spencer-Muldrow
Generational Diversity: Absenteeism Examined Through Perceptions Of Organizational Justice And Authentic Leadership, Ebony Lisa Spencer-Muldrow
Dissertations
This study explored the impact of authentic leadership (AL) on employee perception of organizational justice and employee propensity to engage in negligible absences—those that could be avoided by the employee but are not. The study sought an understanding into possible differences between the absence behaviors of the Millennial generation and Generation X. Data were collected from 214 participants primarily located in the Midwest United States. Participants were nearly equally distributed between the two target populations. Participants completed a comprehensive, web-based survey comprised of Colquitt’s (2001) Organizational Justice Measure (OJM) and the Walumbwa et al. (2008) Authentic Leadership Questionnaire (ALQ), along …
Global To Local: Creating 'Glocal' Links For Diplomacy, Rhonda S. Binda
Global To Local: Creating 'Glocal' Links For Diplomacy, Rhonda S. Binda
Open Educational Resources
Over the past few years, “smart cities” have led in leveraging technology to modernize their services and infrastructure— and have emerged on the global stage on key issues of international concern. In 2017, Hidalgo and Horacio Rodríguez Larreta, Mayor of Buenos Aires, spearheaded the Urban 20 (U20), a platform for major cities in G20 countries to bring their “urban perspective” to the G20 member states in tackling common problems, showcasing their innovative approaches leveraging emerging technologies at the local level to tackle global issues. In April 2018, mayors from 20 cities signed the U20’s first Joint Declaration; six months later, …
Leadership In Virtual Organizations: Influence On Workplace Engagement, Thomas Kohntopp, Thomas Kohntopp, Jack Mccann
Leadership In Virtual Organizations: Influence On Workplace Engagement, Thomas Kohntopp, Thomas Kohntopp, Jack Mccann
Walden Faculty and Staff Publications
This chapter will present the concept of a virtual organization and the role, responsibilities, and practices for leaders in these organizations. Corporations operate globally. Small- to medium-sized companies residing in a single country still rely on international suppliers and markets, among other things. As technology improves, develops, and advances, globalization will become more pronounced for all companies. Considering this technological trend, the virtual structure will likely become more prevalent. This chapter will also present models of leadership and how practical and effective they can be in a virtual platform. From a performance standpoint, employee engagement will be investigated, specifically considering …