Thesis (D.P.H.)--University of Michigan.

Dissertation (D.P.H.)--University of Michigan.

Thesis (Ph. D.)--Princeton University, 1994. / Includes bibliographical references.

For decades, acquisitions have been a remarkably popular and controversial phenomenon all over the world. However, little is known about how acquisition performance is affected by the characteristics of top executives of the acquiring as well as the target company. Acquisition performance can be examined both as investor reactions to acquisition announcements on the stock market and as post-acquisition performance of the newly integrated company. Drawing upon several research streams (signaling theory, the behavioral decision making perspective, the resource-based view, and social network research), this dissertation reports on three independent but interrelated studies that examine the effects of executive human and social capital characteristics on acquisition performance. / Study 1 focuses on the firm tenure of the acquiring company’s CEO and shows that investors responded to acquisition deals more favorably when the deals were made by either short- or long-tenured CEOs, especially when the CEO was also the chairperson of the board and when he/she had received higher compensation. Study 2 shifts the focus from stock market reactions to post-acquisition firm performance. This study examines post-acquisition integration in the form of knowledge contributions made by the executives from the target company who were retained in the newly integrated company. Results show that the positive effect of retention of target executives was stronger when an acquisition was unrelated and when the target firm was relatively small. Study 3 explores the effects of acquiring CEOs’ social ties on investor reactions to acquisition announcements and compares the effects between manufacturing and hospitality industries. / This dissertation contributes to both the acquisition research and the research on corporate executives. It contributes to the acquisition literature by applying a multi-stage view of acquisition performance and explicitly examining the performance implications of key decision makers’ characteristics. It also contributes to the executive effect literature by uncovering an unconventional U-shaped curvilinear relationship between executive tenure and acquisition performance. More important, the study examines the corporate governance mechanisms that may modify the executive effects on acquisition performance. / 企業收購是近幾十年來十分流行而又具有爭議的現象。然而，我們對高管的特徵如何影響企業收購的績效卻知之甚少。收購績效可定義爲收購公告發佈時股票市場的反應和收購完成之後的新公司的財務業績。本文綜合了來自信號理論、決策行爲、資源基礎理論和社會網路方面的文獻，用三個相互獨立而又相互聯繫的三個研究來檢驗高管的人力資本和社會資本對收購績效的影響。首先，本文提出，股市投資者傾向於更加歡迎那些由年資很短或者很長的首席執行官所執行的收購，尤其是當首席執行官同時是董事會主席或者薪酬水準很高的情況下。第二，本文從收購完成後，留用的目標公司高管知識貢獻的大小來考察收購後的整合。研究結果表明，在非相關收購和在兩家公司規模差異較大的情況下，目標公司高管留用對收購後財務業績的正向效應更加明顯。第三，本文還從社會資本的角度出發，探討了收購公司首席執行官的社會關係對股市反應的作用在酒店業收購和製造業收購的差異。本文對收購和公司高管研究的貢獻主要體現在以下三個方面。首先，從收購是多階段現象這一視角，本文檢驗了高管對收購績效的影響，豐富了關於收購的研究。其次，本文通過揭示在收購情形下任期與績效的U型關係，拓展了關於高管效應的研究。更重要的是，本文還考察了公司治理機制如何完善高管對收購績效的作用。 / Lin, Shanshan. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2015. / Includes bibliographical references (leaves 203-223). / Abstracts also in Chinese. / Title from PDF title page (viewed on 30, September, 2016). / Detailed summary in vernacular field only.

Conducted in Chinese organizational settings, the current study constructs a model in which leader value transmission strategies, leader identity (founder leader vs. professional manager), and follower power orientations interact to influence follower attitudes. Within the framework of leadership, the model is built on three streams of theories: value transmission theory, message learning approach, and power theory as well as research on influence strategies. / Hierarchical Multiple Regression analyses on responses of 451 employees from 28 companies reveal that (1) leaders' authoritarian strategy results in follower compliance, whereas policy-oriented and inspirational strategies lead to follower identification and internalization; (2) personalized strategies (authoritarian and inspirational) work better with founder leaders than professional managers in achieving follower identification and internalization; (3) traditional followers are more likely to comply with leaders' value transmission attempts than non-traditional followers; (4) follower traditionality attenuates the relationship between leader authoritarian behaviors and follower compliance; (5) when personalized strategies are used, followers with high traditionality/power-distance belief internalize with founder leaders but not with professional managers, whereas those with low traditionality/power-distance belief respond similarly to the two types of leaders; (6) compared to power-distance belief, traditionality appears to be more "compliance-oriented." Findings are discussed in terms of their theoretical and managerial implications as well as further research directions. / In addition to examining how leader behaviors influence follower attitudes, the study also investigates both main effects of CEO identity and follower power orientations (power-distance belief and traditionality) on follower attitudes and moderating effects of those factors on the relationships between leader behaviors and follower attitudes. CEO identity is proposed to exert impact through an attributional process, thus it interacts with personalized strategies. On the other hand, follower power-distance belief and traditionality are expected to exert an impact through the mechanism of followers' endorsement of leader-follower unequal power distribution. It is hypothesized that follower power orientations interact with position power-based strategies on corresponding outcome variables. Three-way interactions among leader behaviors, leader identity, and follower power orientations on follower attitudes are also examined in the study. / The study first identifies three strategies - authoritarian, policy-oriented, and inspirational - that Chinese CEOs may adopt to transmit their personal values in order to influence followers' values, attitudes and behaviors. Those strategies can be categorized according to two criteria: position power-based (authoritarian and policy-oriented) versus personal power-based (inspirational); and personalized (authoritarian and inspirational) versus depersonalized (policy-oriented). Corresponding measures regarding leader value transmission behaviors are developed to connect to the three types of follower attitude change: compliance, identification, and internalization (Kelman, 1958). / Liu Jun. / "July 2005." / Adviser: Pingping Fu. / Source: Dissertation Abstracts International, Volume: 67-01, Section: A, page: 0258. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (p. 129-146). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract in English and Chinese. / School code: 1307.

No description available.

Increasing evidence suggests the personal traits of chief executive officers (CEOs) can influence corporate policies. We examine how one dimension, past professional experiences, can affect corporate payout policy. Exploiting exogenous CEO turnovers and future employment, we hypothesize that CEOs experiencing a distress event in their past career alter the corporate payout policy at their subsequent firm of employment. We discover that CEOs having experienced prior professional career distress are less likely to pay dividends and use repurchases and pay out lower levels for each type of payout. Additionally, when CEOs with distress do have a payout policy greater than zero dollars, there exists a preference toward the use of repurchases in the payout policy, adding to the literature of substitution and differences between the two forms of payout. We find that dividend smoothing is reduced by CEOs that have past professional distress. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2019. / FAU Electronic Theses and Dissertations Collection

The last two decades of the twentieth century saw unprecedented change in the Western Australian public sector. Legislative reform, royal commissions and new policies aimed at enhancing public sector accountability, transparency and efficiency have served to highlight the critical role of CEOs in delivering change. Underpinning sustainable organisational change is cultural change, which in-turn is most effectively driven by a transformational leadership style. There has been little research into CEOs' perceptions of their role in leading cultural change in their organisations. This thesis details an exploratory study of WA public sector CEOs. It discovered that CEOs identified with elements characterising the theoretical construct of a transformational leader. They perceived cultural change as the realignment of organisational values and behaviour with mission, government and community expectations, efficiency and effectiveness. CEOs actively deployed a number of strategies to bring about cultural change but were uncertain about the extent which substantive cultural change was taking place within the public sector. Factors they saw as impacting on their capacity to lead such change included the Government's policy agenda, management theory and potentially, peer support. CEOs who participated in the study were predominantly career public servants, male, over the age of fifty, had worked exclusively in the public sector and only led a small number of organisations. They had mixed views about the impact of such demographics on a CEO's capacity to effectively lead cultural change citing situational factors and personal attributes as being significant variables. There were a number of clear findings from the study that have significant, practical implications for the public sector. CEOs would benefit from a government that communicated a stronger sense of vision about the ++ / future directions of the sector. CEOs require structured opportunities to enhance their competencies in the leadership of change and incentives to commit to change agendas that may extend well beyond the tenure of their employment contacts. Finally, CEOs cannot effectively transform organisational culture without support from other leaders and strategic plans that take account of emerging demographic shifts in the workforce that will inevitably impact on staff values, behaviours and expectations.

Thesis (Ph. D.)--Virginia Commonwealth University, 2006. / Prepared for: Dept. of Health Administration. Bibliography: leaves 132-140. Also available online.

This study is designed to investigate the development of managerial activities and competency of chief executive officers ( CEO ) or superintendents in major healthcare organizations. We used activity competency model ( ACM ) to perceive the importance of managerial activities, skills and knowledge required for them. A survey was designed based on ACM for data collection which includes twenty managerial activities and fourteen competency required to effectively perform these activities. Through personal interviews and questionnaire, the data were collected from ten CEO or superintendents for analysis. The results from this study implicate the setting organizational vision and mission, crisis management, positive ethical work and inspiring or supporting subordinates as the most important managerial activities; analysis and problem solving, leadership, communication and coordination and system thinking as the most important competency. These results can be served as guideline for recruiting and training the chief executive officers of healthcare organizations.