Thesis (PhD) -- AUT University, 2008. / Includes bibliographical references. Also held in print (xi, 120 leaves ; 30 cm.) in City Campus Theses Collection (T 658.422 BAT)

Thesis (Ph. D.)--Georgia State University, 2009. / Title from file title page. Harley E. Ryan, committee chair; Conrad Ciccotello, Omesh Kini, Jayant Kale, committee members. Description based on contents viewed July 1, 2009. Includes bibliographical references (p. 72-74).

Thesis (M.M.S.)--University of Waikato, 2009. / Title from PDF cover (viewed August 31, 2009). Includes bibliographical references (p. 1-37)

Thesis (Ph. D.)--University of Oregon, 2005. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 69-71). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph. D.)--University of Texas at Austin, 2005. / Supervisor: Laura Starks. Vita. Includes bibliographical references.

Thesis (M. Com.)--University of Canterbury, 2007. / Typescript (photocopy). Includes bibliographical references (leaves 208-219). Also available via the World Wide Web.

It is necessary to address the barriers experienced by female middle managers in the coal mining industry in order to ensure their retention and personal growth. Mining in South Africa is still a male dominated industry. Prior to 1996, women were not allowed underground until the promulgation of the Mine Health and Safety Act of 1996. It is almost 12 years since women were allowed underground, but very few women are visible in management positions in the coal production environment. A minimum of 35 middle managers in the coal mining industry participated in both the quantitative and qualitative part of the research. The research reveals that human resources department is more masculine characteristic than production, financial and technical departments. The latter three are androgynous. Both male and female managers perceive a “successful manager” as androgynous, a transition from “think manager, think male”. This also contradicts a similar study carried out in European Banks, finding female managers to be masculine. There was no significant difference found in this research between male and female managers regarding their perceptions of what constitutes a “successful manager”. Findings from the research will assist organisations in the coal mining industry to understand barriers affecting the advancement of women in management. The research will also provide recommendations to organisations on how to change their cultures and work environments in order to develop suitable environments for women managers to flourish and achieve their potential. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The dawn of Technology Age was marked by the mainframe. The tipping for lock stock societal change has been The Internet.This Technological progress has changed everything in business since. Information Technology has fed the winds of the Schumpeterian Gale, increasing the rate of creative destruction and upending business models are rate never seen before.Now more than ever the importance of managing an organisations technological capability is critical for business survival. Organisations require their Chief Technology Officers to go further, creating competitive advantage through astute technological management.The purpose of this study was to ascertain the strategic responsibilities of a Chief Technology Officer and what skills are required to meet these responsibilities.The findings of this research are underscored by the works of respected scholars and explored through the development of a Skills and Responsibilities Matrix developed through the research. This research highlights the importance of the CTO role as an executive of the business and the importance of having the correct individual. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

The proposed study examines the effect of CEO-board social connections on corporate policies. Motivated by the independent board view and collaborative board view, I propose two opposing hypotheses explaining the effect of CEO-board connections on corporate policies: monitoring hypothesis and advising hypothesis. In my first essay, I validate the two competing hypotheses of CEO-board connections by investigating the effect of CEO-board connections on monitoring and advising role of the board, and firm valuation. I find that CEO-board connections have a negative effect on board monitoring and positive effect on board advising and firm valuation. The results are robust to endogeneity concerns and different model specifications. Disentangling the Channels, I also show that the predicted effect of CEO-board connections on board monitoring and advising have opposite effects on firm valuation. Lastly, I provide evidence that the effect of CEO-board connections on firm performance is stronger in firms with high growth opportunities. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2020. / FAU Electronic Theses and Dissertations Collection

This study is designed to investigate the relationship between the age and tenure of the chief executive officer of a corporation and his participation in innovation. The chief executive is assumed to be the key participant in the innovation process. Two questions form the basis of the study, Firsts, are younger chief executives more innovative than older executives? And second, does the tenure of chief executives affect performance in innovation?