1988
DOI: 10.1016/0007-6813(88)90019-5
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The CEO and the external environment

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Cited by 3 publications
(7 citation statements)
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“…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).…”
Section: Literature Review Methodologymentioning
confidence: 99%
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“…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).…”
Section: Literature Review Methodologymentioning
confidence: 99%
“…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.…”
Section: New Productivity Paradigmmentioning
confidence: 99%
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