Objective: This paper aims to examine how the COVID-19 pandemic affects the mental distress of the Vietnamese students in the USA. We explore different root causes of mental distress among international students who are away from their home country, their loved ones, and being isolated from school and community due to this outbreak.
Design: In-depth interviews were conducted to probe the reasons for mental stress during the pandemic and the narrative textual analysis was subsequently performed to analyze the results. This research includes the interviews of 20 Vietnamese students in the USA during the COVID-19 era.
Results: The textual analysis showed that the mental distress of these Vietnamese students were caused by limited access to on-campus facilities and activities, limited access to public services including grocery shopping, transportations, clinics, the possibility of being infected, isolated living condition due to the lockdown order, and inability to go back to the home country when wanted.
Conclusions: We found that both physical attributes (e.g., living condition, internet difficulty, overwhelmed healthcare system, restricted traveling, lack of personal interaction, limited access to public services) and psychological factors (e.g., anxiety of unfamiliar teaching modality, fear of viral infection, uncertain career aspects, cultural barrier and prejudice) directly led to the mental distress of these students. Moreover, other factors such as turbulent future job markets and potential racism toward Asians in relation with “Chinese virus” may cause the mental distress of these students.
Coopetition denotes the simultaneous cooperation and competition in a business relationship and is broader in depth and width than competition. This pioneering comparative study employs a seemingly unrelated regression system to investigate the impact of peer‐pay bias and pay‐for‐relative performance upon the highly controversial chief executive officer (CEO) pay. The analysis of the 21 Dow–Jones firms from 1992 to 2013 shows that the pay‐for‐performance relationship is contingent on the fit between CEO's strategic decisions and firm's core competency. The CEO pay is driven by the intensification of firm coopetition. We contribute to executive compensation, corporate strategy, and econometric methods.
Prior executive compensation studies overlooked the endogeneity of firm performance and the simultaneity of managerial discretion, firm performance, and CEO pay. To overcome these two shortcomings, we propose a novel simultaneous equations system model to investigate the cause-and-effect relationships among research & development (R&D), advertising, firm performance, and CEO compensation, which are jointly affected by CEO’s tenure, age, ownership, firm size, risk, and industry. Although the feedback loops are positive between firm performance and CEO pay and between advertising and firm performance, the feedback loop is negative between R&D and firm performance. Firm size has a direct and indirect effect on R&D, advertising, firm performance, and CEO pay. Large firm size may entice CEOs to invest excessively in R&D, leading to poor performance and low pay. Our study implies that the positive relationship between firm performance and CEO pay depends upon the appropriateness of the strategic choices that CEOs make.
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