When one thinks of "power", one often assumes that a person is the source of it and that some mystical charismatic element is at work. Of course, with some people this is undoubtedly so; they derive power from how other people perceive them. In organizations, however--says this author--power is not so much a question of people but of positions. Drawing a distinction between productive and oppre...

The impact of the Human Resource (HR) capability on the firm’s performance and its involvement in developing business strategies are becoming increasingly important particularly in high tech Small and Medium-sized Enterprises (SMEs). Not surprisingly, the main debate in HRM, particularly in SMEs, is nowadays concerned with the relationship between HR capabilities and the firm’s overall performa...

T he two-faced Roman god Janus could see both forward and backward simultaneously. In describing the “Janus Effect” as it relates to the effectiveness of corporate chief executive officers (CEOs), California business gurus James Kouzes and Barry Posner suggest that CEOs who reflect furthest back are those who also plan ahead most effectively. In terms of antibiotic discovery, we would do well t...

This article considers the possibility of a link between organisational performance and information technology (IT) investment intensity in SME organisations practising e-Commerce for the period 2001/2002. The answers to the research questions note that in top performing organisations; (i) IT costs as proportions of operating costs were higher; (ii) IT costs as a proportion of turnover was lowe...

Acquisitions enable target chief executive officers (CEOs) to remove liquidity restrictions on stock and option holdings and diminish the illiquidity discount. Acquisitions also enable acquirer CEOs to improve the long-term value of overvalued holdings. Examining all firms during 1993 to 2001, we show that CEOs with higher holdings (illiquidity discount) are more likely to make acquisitions (ge...

We review what leaders of health care systems, including chief executive officers and board members, need to know to have "patient safety literacy" and do to make their systems safe. High reliability organizations produce reliable results that are not dependent on providers being perfect. Their characteristics include the commitment of leadership to safety as a system responsibility, with a cul...

We study whether boards of directors concentrate on performance near compensation Ž . decision times rather than providing consistent incentives for chief executive officers CEO throughout the fiscal year. We show empirically that managers can profit by moving sales revenue among fiscal quarters. Though this may suggest that boards use short-term trends when determining rewards, we find evidenc...

The human amygdala responds to first impressions of people as judged from their faces, such as normative judgments about the trustworthiness of strangers. It is unknown, however, whether amygdala responses to first impressions can be validated by objective criteria. Here, we examined amygdala responses to faces of Chief Executive Officers (CEOs) where real-world outcomes could be measured objec...

Previous research on entrepreneurship as well as goal, social-cognitive, and leadership theories has guided hypotheses regarding the relationship between entrepreneurial traits and skill (passion, tenacity, and new resource skill) and situationally specific motivation (communicated vision, self-efficacy, and goals) to subsequent venture growth. Data from 229 entrepreneur-chief executive officer...

The order of authorship was determined alphabelicaily. We thank the associate editor Don Palmer, three anonymous reviewers, and The following individuals for their helpful comments: Gautam Ahuja, Martin Gargiulo, Mark Mizruchi, MarcDavid Seidel, Karen Westphai, and Edward Zajac. We would like to thank Linda Johanson for editorial guidance. This study examines the influence of the sociai network...