Corporations around the globe are embracing Digital Transformation (“DT”) to enhance competitiveness i.e., streamline operations, strengthen relationships with customers, and increase revenue.1 In this dynamic digital world, where data and algorithms are increasingly leveraged both for decisionmaking and to achieve economic and social objectives, a relevant digital transformation requires corporations to, not only onboard new technologies and ways of working, but also to address how they will be using tech in a responsible, ethical, customer/consumer-centric, and sustainable way.2 Necessarily, functions that directly impact the bottom line (like Sales, R&D, Supply Chain) are deeply engaged in these DT efforts.3 The question is what role is and should Compliance be playing in these DT efforts. This thought piece focuses on the evolving role of the Compliance function in this rapidly developing ecosystem, analyzing what role does – and should – the Compliance function play in DT and how should the Compliance function future-proof itself to better manage the governance, risk, and compliance (GRC) aspects of their corporation’s DT initiatives and better leverage the environment, social, and governance (“ESG”) objectives of their company. To address these questions, the authors interviewed two heads of Compliance at larger multinational corporations and facilitated a Salon hosted by the Digital Legal Exchange, entitled 'The Role of Compliance In Digital Transformation: Old Habits Risk Harm”. This event was attended by 12 participants including several General Counsel and Compliance professionals. The Salon was conducted under the Chatham House rule. All participants consented to an anonymised write up for these purposes.4 The purpose of this piece is to provoke more international, cross border discussion around the role of Compliance in digital transformation.

The new situation of globalisation brings to mind that artistic material generally is a limited repertoire of signs. This material defines the artistic world; it encompasses an interpretation of the world rooted in the artist’s regional culture. This situation therefore requires »possibilities of approaching the Other and the Self for which there are not any patterns yet«, as Kuno Lorenz writes. The alienation of the Self and the full identification with the Other may form intermediate stages of this process. My music theatre work Chief Joseph (2001-2003) is largely based on the theme of a confrontation between Self and Other. This theme is approached from a diversity of angles: its different forms, its conflicts, its creative impulses, its disastrous consequences and the utopia of its success. The example for this confrontion used in my opera – the wars between European settlers and aboriginal Indians in North America – is especially loaded with cliché-like valuations in our collective memory. The music does not reflect the theme »Self and Other« by way of polystylicism or quotations of »exotic« material. Rather, six types of scenes are established, each of which relates to a different concept of musical time – a reflection of the author’s observation that cultural differences often can be perceived less in surface forms, but rather in the ways cultures conceive of or construct time. These scene types, moreover, show parallels with Fritz Mauthner’s attempt to categorise language as three »images of the world«: the »Leerszenen« [empty scenes] which are grounded in silence coincide with Mauthner’s type »adjectival language«, the »Klagen« [laments] which concentrate on single constellations of intervals or pitches parallel Mauthner’s »substantival language«, the instable, floating »Recitative« [recitatives] hint at Mauthner’s »verbal language«, while the other scene types (»Indian Songs« and ensemble scenes including »Councils«) in Mauthner’s system would appear as mixed forms. A key position is taken by the scene-type »Rotationen« [rotations], with one rotation occurring in each of the three acts. They form a system on their own, remaining independent of the dramatic action and try to suggest an exterritorial perspective on the theme »Self and Other«.

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Effective investment strategies help companies form dynamic core organizational capabilities allowing them to adapt and survive in today's rapidly changing knowledge-based economy. This dissertation investigates three valuation issues that challenge managers with respect to developing business-critical investment strategies that can have significant impacts on firm performance and growth in the competitive, information-orientated business environment. Using firm-level data collected from Taiwan, this dissertation examines specific valuation issues that are vital in shaping not only firm performance but also competitive advantages in current knowledge-based economy: (1) investments in information technology (IT), (2) human capital, and (3) corporate governance. To address these three major managerial challenges relating to firm investment strategies, this dissertation focuses on investigating the impact of three sources of business value creation, including IT investment, workforce education, and Chief Audit Executive (CAE) turnover. The results of investigating service infrastructure in the banking industry support the idea that in today's complex, fast moving multichannel business environment, evaluation of the strategic value of IT must consider both the direct impact of individual channels and the complementary relationships between IT-based channels and the traditional branch channel while constructing an effective business strategy to align IT use with firm strategic objectives. The interdependence between channels found in this study has a significant effect on firms' short term profitability and long term market competition capability, suggesting that the true value of IT will be fully realized only when coupled with complementary investments in organizational resources. Second, results of examining investments in workforce and research and development (R&D) activities in IT industries indicate that firms with more highly educated workforces have, on average, better performance. Investment in R&D for improving innovation capability is positively associated with firm performance. More importantly, higher levels of workforce education moderate the impact of R&D investment on firm performance, confirming the hypothesized interdependency between workforce education and firm innovation capabilities. In other words, firms benefit more from investment in R&D activities when they have a higher level of educated workforce. An important strategic implication from the DuPont Analysis is that the complementarity between workforce education and R&D capital reinforces a firm's differentiation strategy. Finally, the results of analyzing CAE turnover in Taiwan public companies show that CAE turnover is positively correlated with executive turnover (Chief Executive Officer [CEO] and Chief Financial Officer [CFO]) and financial restatements, which are commonly viewed as a signal of a troubled business or failure. The study also shows that CAE turnover has a negative impact on contemporaneous and future firm performance, suggesting that, to some extent, changing the head of the internal audit function conveys a negative signal to the market regarding a firm's performance. Given that the CAE monitors and assesses enterprise risk practices, the findings of this study suggest that CAE turnover could be used as an indicator of business volatility and potential business risk. The passage of the governance law which improves the quality of a firm's internal control system is found to reinforce the signaling role of CAE turnover and improve firm performance. The results of this dissertation provide important strategic insights regarding the factors managers should consider when making investment choices that are expected to align with a firm's long term development and performance. This dissertation complements literature in managerial accounting and information systems, particularly contributing to business value of IT investment, human capital, and internal audit research streams. It also addresses regulatory implications for policy makers such as regulating relevant disclosures of company information for interested parties and developing a regulatory environment that minimizes regulatory barriers which can suppress businesses and economy growth. / Business Administration/Interdisciplinary

This dissertation develops a method for evaluating whether federal agencies have complied with the intent of the Clinger-Cohen Act (CCA) of 1996 as they established Chief Information Officer (CIO) positions. The research is important because the CIO position, as envisioned by the CCA, oversees a growing information technology infrastructure that is increasingly becoming the primary vehicle for inter/intra-government communication and for delivering services to the public. Yet despite this importance, CIO-related aspects of the CCA have not received in-depth evaluation in policy science or public administration literature. The CCA specified many roles for the CIO position but provided few criteria for evaluating how agencies complied with the provisions that required the establishment of a CIO position. Therefore, a seven-step policy analysis process was used to develop a federal agency CIO position evaluation method that would fill this gap. This analytic research included describing the CCA's legislative context, modeling the federal CIO position, determining the intent of the CCA relative to CIO establishment, and devising a method to evaluate this activity. This research approach was grounded in organizational theory related to institutional structure. A validated "Federal CIO Position Evaluation Method" (FCPEM) is the result of the research. FCPEM, which contains thirteen evaluation criteria, was tested and validated through key actor interviews at four federal agencies and focused on CIO position establishment activity between 1996 and 2000. Additional research is required to replicate this finding in other agencies and to further validate the use of FCPEM in conducting this type of public policy inquiry. / Ph. D.

The purpose of this study was to identify perceptions of selected two-year and four-year higher education chief executive officers as to the sources of stress associated with the presidency, and what, if any, coping strategies they have developed. This study was guided by the following research questions: 1. What perceptions do selected two-year and four-year higher education chief executive officers have of sources of stress associated with their job that may cause distress? 2. What is the degree of distress associated with each source of stress as perceived by each individual? 3. What are the coping strategies utilized by each individual when distress replaces the normal tension and pressure associated with his job? A survey packet containing a descriptive questionnaire and open-ended questions was used to determine the perceptions of selected two-year and four-year public chief executive officers in the states of Maryland, New Jersey, Pennsylvania, Virginia, and West Virginia. Five Carnegie Classifications of colleges and universities were selected in order to establish a control group (N = 140) with similar types of distress that may be associated with the presidency based on the level of the degree offered and the comprehensiveness of the mission of the institution. The data collected from the 92 useable returned questionnaires were entered into a data base for computer analysis and calculations. Specifically, descriptive statistics of the mean, standard deviation and Z-score were used to calculate the degree of distress for each source of stress. Open-ended questions were used to clarify responses on the questionnaire and to examine coping strategies utilized by the respondents. Based on the results, eight primary sources of job stress were identified. The top three were budget, state coordinating/governing agency and career conflict with spouse. Positive and potential negative initial and preferred coping strategies were listed by the respondents. In conclusion, presidents were able to identify primary sources of stress · in order to develop positive coping techniques. Further research is needed to explore stress and coping within the leadership of higher education. / Ed. D.

This study examines the determinant and consequences of having a chief operating officer (COO). Specifically, we investigate chief executive officer (CEO) related factors that affect the choice to employ a COO and look into the impact of having a COO on firm operational efficiency using a data envelopment analysis (DEA)-based measure. Although prior literature has extensively investigated the role of CEOs and chief finance officers (CFOs) on firm outcomes, few studies focus on the impact of COOs. Thus, this study explores characteristics associated with the likelihood that a firm will have a COO. This research also sheds light on the effect of COOs on firm operational efficiency because the core duties of COOs include optimizing operational performance and improving cost efficiency. Our results imply that CEO busyness, CEO ability, CEO demographic characteristics, and CEO network size have a significant impact on the decision to employ a COO. We also find that firms that have a COO have a lower level of operational efficiency than firms that do not. This result implies that the cost of having a COO outweighs the benefit of having one. The effects last for three years on average. Further, we find that firms with a COO have lower receivables turnover and sales to cost of goods sold ratio, lower sales to PPE expense ratio than firms without a COO. Finally, we find evidence that COOs with industry expertise are associated with higher operational efficiency than those without such expertise and outside COOs perform better than inside COOs in terms of operational efficiency.

This study is based on the multiple-frame leadership orientation theory developed by Bolman and Deal. In August 1999, the Leadership Orientations (Self) (1990b) survey instrument, designed by Bolman and Deal to enable leaders to rate themselves on their use of four organizational frames, was mailed to 538 chief executives of nonprofit organizations in central Florida. The useable return rate for this study was 44.1 % (N=202) useable surveys. This study sought to identify the chief executives' use of the structural, human resource, political, and symbolic frames and to examine the relationship between frame usage and age, gender, highest degree major, years in current position, years of experience as a chief executive of any nonprofit organization, size of the organization, and types of post-degree management training. The chief executives' self-ratings of leadership effectiveness and their self-ratings of managerial effectiveness were also examined. Major findings of this study included: (1) the human resource frame was the primary frame used by the chief executives; (2) the symbolic frame was the second most frequently used frame; (3) the political frame was the least used frame; (4) less than half (41.3%) of the chief executives used multiple frames, i.e., three or four frames; (5) female chief executives were more likely to use the symbolic frame than were male chief executives; ( 6) frame use for the chief executives did not differ based on age, highest degree major, years in current position, years of experience as a chief executive of any nonprofit organization, size of the organization, or types of post-degree management training; and, (7) the chief executives rated themselves as slightly more effective leaders than managers.

La Thaïlande est un État unitaire et depuis 1892 son administration déconcentrée est assurée par la présence de gouverneurs provinciaux. Or, malgré de nombreuses attributions législatives, l'exercice des fonctions du chef de la province se heurte à plusieurs obstacles dans la pratique. A titre d'exemple, l'unité de commandement du gouverneur provincial était souvent contestée, les pouvoirs qui lui ont été délégués par les autorités centrales étaient inappropriés tant à sa fonction qu'à ses responsabilités. Ceci était une source de lenteur de l'administration provinciale dans son ensemble. Puis, comme la province ne pouvait pas bénéficier directement du budget provenant de l'État car la demande de budget provincial était effectuée au nom de la Direction, les projets réalisés sur place ne convenaient donc pas aux besoins des habitants locaux. Enfin, l'absence de coopération entre les fonctionnaires des différents organes dans la province contribuait alors aux chevauchements des travaux de ces organes et causait par la suite une perte de temps et d'argent pour l'État. Ainsi, lors de la réforme en 2001, le gouvernement de l'époque a introduit au niveau provincial le concept du gouverneur « CEO » et la méthode de la gestion d'intégration (MGI). Le chef de la province endosse alors le rôle du Chief Executive Officer (CEO), de ce fait ses pouvoirs ont été renforcés afin qu'il puisse prendre une décision rapide et efficace en réponse aux problèmes survenus dans sa province à l'instar des CEO dans leurs entreprises. Quant à la province, elle applique la MGI qui est une nouvelle façon de travailler visant à rendre de meilleurs services rendus à la population. / Thailand is a unitary state and since 1892 its deconcentrated administration is ensured by the presence of provincial governors. However, despite numerous attributions recognized by the laws, the provincial governor faces several obstacles in practice. For example, his Unity of Command was often challenged, the powers delegated to him by the central authorities were not only inappropriate to his function but also to his responsibilities. This was actually a source of slowness in provincial administration. Then, because the province could not directly benefit the budget from the State, as the process of demand for provincial budget was conducted on behalf of the Department, the projects that were carried out did not necessarily match up with local's need. Finally, the lack of cooperation between officials of different organs who work in the province contributed to an overlap of works and caused thereafter a waste of time and money to the State. Therefore, during the reform in 2001, the then government introduced the concept of "CEO" provincial governor and the system of "Province's Integrated Management - PIM". The provincial governor endorses hereupon the role of Chief Executive Officer (CEO), for this reason, his powers have been reinforced so that he can make a fast and effective decision in response to problems occurring in his province like the CEOs to their companies. As for the province, the system of PIM is applied and it is a new way of working which aims to provide a better service for the population.

A crise das figuras de autoridade próprias da sociedade tradicional faz surgir outras figuras sociais de autoridade que vêm preencher o espaço deixado vago. Nesta pesquisa é proposto que o delegado de polícia é uma dessas novas figuras debruçando-se sobre sua intervenção nos casos de violência doméstica contra a mulher. É discutido sobre quais são essas novas atribuições apresentadas ao delegado e posto que tal fato é trazido e fundamentado pelo fenômeno sociológico da jurisdicionalização das demandas sociais. Também se analisa o movimento que tende a institucionalizar esses novos desafios nas funções do delegado e sobre o ponto de visão dele acerca da jurisdicionalização das demandas sociais. Por fim, faz algumas considerações sobre quais são as tendências a partir do que foi exposto. / The crisis of authority felt by traditional authority beholders, from traditional society, gives rise to other social figures of authority that come on stage to fulfill the space left vacant. This article suggests that the police chief officer is invited to perform a new role in society as one of these new figures bending his intervention in cases of domestic violence against women. It argues over what are these new powers assigned to the police chief officer, and advances a proposition that this occurs as a consequence of the increased judicialisation of social demands as a sociological phenomenon. It also examines the social trend which sets forth pressures for institutionalizing these new challenges as regular functions of the police chief officer and about the view of the police chief officer about the judicialisation of social demands. Finally, it draws some considerations about future tendencies about the sociological phenomenon exposed.