In this paper, we investigate the attentional engagement of chief executive officers (CEOs) large healthcare organizations in England. We study attention ethnographically as something managers do—at different times, context, and relation to others. find that CEOs match challenges volume, fragmentation, variety demands with a bundle practices activate attention, regulate quantity quality informa...

Abstract To understand the influence of Chief Executive Officers’ (CEOs) early life experiences on their firms’ strategic decision-making, here we explore impacts CEOs’ experience Great Chinese Famine (1959–1961) cognitions and firm risk-taking. Using longitudinal data from publicly listed companies in China 2006 to 2017, found that CEOs who experienced 3-year-long famine are more risk-averse, ...

Purpose New work health and safety (WHS) legislation in many Australian States and Territories places specific due diligence obligations on the officers of an organisation. This paper questions whether imposing an enforceable WHS duty of care on accounting and finance officers is justified and appropriate. Design / methodology / approach The paper critically examines the capacity of accountants...

A decision support for forecasting of collaboration level of supply chain management (SCM) has attracted lots of important decision making in the SCM managers and chief executive officers (CEOs) However, there are no guidelines and prediction models for SCM collaboration. Therefore, the company which pursues SCM can't execute control of collaboration systematically and scientifically In this re...

New corporate compliance regulations such as the Sarbanes Oxley (SOX) Act of 2002 contain requirements for the chief executive and financial officers to certify the effectiveness of internal controls and processes leading to financial reporting. An inevitable result of implementing compliance with these regulations is an increased focus on improving systems and greater interdependence between t...

We show that firms with chief executive officers (CEOs) who gain general managerial skills over their lifetime work experience invest more in R&D and produce more patents. We address the potential endogenous CEO-firm matching bias using firmand CEOfixed effects and variation in the enforceability of non-compete agreements across states and over time during the CEO’s career. Our findings suggest...