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specific applicationsare influencingthe decision making of CEOs , CFOs and other executives
the storypaintsa picture of a narcissistic CEO chasing net worth , social praise and power
momentumcausingerratic decisions on people and organisation design CEO
a board willing to engage in vigorous debatepreventshubris and dumb decisions by chief executives
A real PR practitioner ... ableto influencea CEO 's thinking and judgement
the factorsinfluenceCEO leadership and decision making around sustainability
to create a fake impression of accurate informationleadingto bad decisions and the board having to dismiss the CEO
helpinfluenceCEO and Board level decisions
variablesinfluenceCEO decision - making
these different stylesinfluenceCEO decision - making and
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
the takeover processto influencethe takeover process
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
this embarrassing picture of a company that yet again does n't have its house in orderto createthis embarrassing picture of a company that yet again does n't have its house in order
the best - performing companies(passive) are led bythe best - performing companies
firms†™ hedging behaviourinfluencesfirms†™ hedging behaviour
in “ window dressing ” activities rather than sustainable actionresultedin “ window dressing ” activities rather than sustainable action
the capital structure of companiesinfluencethe capital structure of companies
Such gross inequities(passive) caused bySuch gross inequities
the impact of interlocks on interorganizational imitation of corporate strategyinfluencesthe impact of interlocks on interorganizational imitation of corporate strategy
company - specific risk(passive) created bycompany - specific risk
managerial attention to a discontinuous technologywill influencemanagerial attention to a discontinuous technology