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more ... the corporate strategies they experienced on other boards and less by the corporate strategies experienced by other directors(passive) are influenced ... bynarcissistic CEOs
corporate strategies that they witnessed at other firms much more than other CEOs(passive) are influenced bynarcissistic CEOs
more ... the corporate strategies that they witnessed on other boards , and less by the corporate strategies witnessed by other directors(passive) are influenced ... bynarcissistic CEOs
thoughtprovoking... - CEOs , Revolutionizing Healthcare Governance Contact
some advice ... who hopeto influenceCEOs to adopt Lean management
politiciansinfluenceCEO behaviour with government awards
A take - charge attitude , a decided knowledge in a certain business area , and a great ease and effective manner in interacting with colleagues of different levelssetCEO - worthy executives
A take - charge attitude , a decided expertise in a certain business field , and an exceptional ease and effective manner in interacting with colleagues of different levelssetCEO - worthy executives
the overly optimistic reporting languageresultingfrom CEO narcissism
a ten - year panel datasettracking S&P500 CEO narcissism
the impact of interlocks on interorganizational imitation of corporate strategyinfluencesthe impact of interlocks on interorganizational imitation of corporate strategy
the takeover processto influencethe takeover process
to more dynamism in a firm ’s strategy , greater number and size of acquisitions , and the more extreme its performance Crossland and Hambrick 2011leadsto more dynamism in a firm ’s strategy , greater number and size of acquisitions , and the more extreme its performance Crossland and Hambrick 2011
firms†™ hedging behaviourinfluencesfirms†™ hedging behaviour
a CEO to care less about the people around hercan causea CEO to care less about the people around her
the banks ’ strategic choices on CSRinfluencesthe banks ’ strategic choices on CSR
company - specific risk(passive) created bycompany - specific risk
in “ window dressing ” activities rather than sustainable actionresultedin “ window dressing ” activities rather than sustainable action
managerial attention to a discontinuous technologywill influencemanagerial attention to a discontinuous technology
the degree of strategic dynamism , strategic grandiosity , extreme operating results and highly fluctuating resultsinfluencedthe degree of strategic dynamism , strategic grandiosity , extreme operating results and highly fluctuating results
current management(passive) led bycurrent management