The Costs and Benefits of Managerial Incentives and Monitoring in Large U.S. Corporations: When is More not Better?

Zajac, Edward J.; Westphal, James D.

doi:10.1002/smj.4250150909

Cited by 473 publications

(386 citation statements)

References 47 publications

Supporting

Mentioning

354

Contrasting

Unclassified

Order By: Relevance

“…With increasing attention of the board's members, there is an increasing need for top managers to defend strategic decisions and moves through proposals to the board (Castaner and Kavadis 2013). Indeed, the vigilance of a board tends to increase when there is a higher percentage of external directors (Lim 2015), the CEO does not chair the board (Finkelstein and D'Aveni 1994;Kesner and Johnson 1990), the CEO does not appoint board members (Zajac and Westphal 1994), and ownership is very concentrated (Castaner and Kavadis 2013). In addition, top decision makers' task demands tend to increase when they are facing activist shareholders (Walls et al 2012).…”

Section: Managers' Task Demands and Top-down Attention Allocationmentioning

confidence: 99%

Entrepreneurial Cognition

Shepherd

Patzelt²

2018

View full text Add to dashboard Cite

Section: Managers' Task Demands and Top-down Attention Allocationmentioning

confidence: 99%

Entrepreneurial Cognition

Shepherd

Patzelt²

2018

View full text Add to dashboard Cite

“…For example, it was alleged that TCE discourages alternative social controls in favor of "rational" controls that are "bad for practice" (Ghoshal & Moran 1996, p. 24); that TCE oversimplifies complex phenomena (Perrow 1986, p. 236); that agency theory often fails to predict corporate performance because of its excessive emphasis on self-interested mechanisms of monitoring, independence, and incentives (Dalton et al 2003;Dalton et al 1999;Westphal 1999;Zajac & Westphal 1994); that theories of organizational economics neglect historical realities of culture and local morality (Guillen 2001); and that adopting a traditional view of the corporation in which shareholders are the sole residual claimants misses the underlying reality of economic value creation and the distribution of value to stakeholders (Asher et al 2005;Coff 1999;Zingales 2000).…”

Section: The Values Quandarymentioning

confidence: 99%

Rethinking Right: Moral Epistemology in Management Research

Kim

Donaldson

2016

J Bus Ethics

View full text Add to dashboard Cite

Abstract:Most management researchers pause at the threshold of objective right and wrong. Their hesitation is understandable. Values imply a "subjective," personal dimension, one that can invite religious and moral interference in research. The dominant epistemological camps of positivism and subjectivism in management stumble over the notion of moral objectivity.Empirical research can study values in human behavior, but hard-headed scientists should not assume that one value can be objectively better than another. In this article we invite management researchers to rethink this presumption. We show how accepting at least a limited form of moral objectivity, namely, an epistemic orientation that seeks objective moral reasons, can benefit management research by 1. guiding research practice; 2. using patterns of moral objectivity as clues for formulating empirical hypotheses for psychological explanations; and 3. adding prescriptive power to empirical theories.

show abstract

“…Control is fundamental for general organizational success (Cyert & March, 1963;Johnson, Cullen, Sakano, & Bronson, 2001;Kumar & Seth, 1998), and is a particularly important issue for MNCs given the complexity of their operations (Beamish & Banks 1987;Dunning 1979;Hennart 1982;McManus 1972), and the challenge of maintaining strategic control over foreign subsidiaries (Gatignon & Anderson, 1988;Liu, Vredenburg, & Steel, 2014). Control is needed to exert influence over local boards (Zajac & Westphal, 1994), obtain or access information, monitor managerial performance, and undertake strategic reforms in corporate organization or operations. Control can minimize the likelihood of a partner's opportunistic behaviour, and can mitigate the consequences of such behaviour by preserving an administrative fiat (White & Lui, 2005;Williamson, 1985).…”

Section: Literature Review and Propositionsmentioning

confidence: 99%

Linguistic gender marking gap and female staffing at MNC’s

Malul

Shoham

Uddin

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

This paper presents the impact of the linguistic gender marking gap on expatriate female staffing decisions in a multinational company. Transaction cost theory postulates that due to cultural differences, integration between parent and subsidiary companies becomes complex and costly. However, staffing from parent organisations could be helpful to minimise the cultural conflict by establishing better control and hence reducing the transaction cost. Language is considered one of the major components that shapes culture, and linguistic gender marking gap could cause a difference in attitude towards male and female staff members from parent companies.Due to the nature of linguistic structures, which are embedded in ancestral culture and have a cognitive effect on speakers, the gap has two levels. The first is the gap between home and host countries' languages. The second is between the official and informal languages used by the headquarters and the subsidiary. The analytical model, using an innovative gender gap variable, supports two carefully developed propositions, that the success of expatriate staffing at managerial level depends on the linguistic gender marking gap between home and host country, and that use of organisational language in subsidiaries reduces the linguistic gender marking gap between them.2

show abstract

The Costs and Benefits of Managerial Incentives and Monitoring in Large U.S. Corporations: When is More not Better?

Cited by 473 publications

References 47 publications

Entrepreneurial Cognition

Entrepreneurial Cognition

Rethinking Right: Moral Epistemology in Management Research

Linguistic gender marking gap and female staffing at MNC’s

Contact Info

Product

Resources

About