The CEO and the external environment

The Role of Chief Executive Officer

“…In the 1960s global competition began to squeeze U.S. corporations, while government regulations at home squeezed the CEOs' authority. State and federal regulations on interstate commerce became more restrictive and the concomitant ability of the government to provide for and take away from business became more evident (Galambos, 1995;Greenfeld, Winder, & Williams, 1988). Taxes, subsidies, regulation, deregulation, anti-trust laws, environmental regulations, personnel regulations, and fixing prices-all potential governmental impacts now had to be managed by the CEO (Galambos, 1995;Greenfeld et al, 1988).…”

“…Research on the spokesperson role has resulted in conflicting results. In some cases it has been considered the least important role (Beggs & Doolittle, 1988) and others have found it to be the primary focus of the CEO (Greenfeld et al, 1988 (Cummings & Worley, 2009, p. 754). This could be a vendor, customer, employee, investor, or others directly or indirectly impacted by the organization's business.…”

“…In an effort to understand the impact of external influences proposed by Steiner et al, (1981), Greenfeld et al (1988) additional government regulation; and more time is spent working than ever before (Greenfeld et al, 1988;Steiner et al, 1981).…”

“…In an editorial, Kanter (1989) supported the findings of Steiner et al (1981) and Greenfeld et al (1988) by stating that for -obvious reasons‖ managers are -reinventing their profession as they go‖ (p. 85). The obvious reasons included increasing competition globally, acquisitions, divestitures, and mergers focused at combining business activities while reducing staff and levels of hierarchy, and a greater focus on compensation packages based on actual performance (Greenfeld et al, 1988;Kanter, 1989;Steiner et al, 1981).…”

“…The obvious reasons included increasing competition globally, acquisitions, divestitures, and mergers focused at combining business activities while reducing staff and levels of hierarchy, and a greater focus on compensation packages based on actual performance (Greenfeld et al, 1988;Kanter, 1989;Steiner et al, 1981).…”