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Successful interorganizational governance requires practices that reduce information asymmetry between supply chain partners and foster collaborative activities. We study one potential practice—suppliers aligning their performance measurement systems with their largest customer’s performance...
Persistent link: https://www.econbiz.de/10014254092
Chinese firms listing in the U.S. via reverse mergers (CRMs) have dominated prior media, regulator and research attention. Yet CRMs have effectively ceased, leaving Chinese firms listing via initial public offerings (CIPOs) as the relevant remaining class of Chinese firms listing on U.S....
Persistent link: https://www.econbiz.de/10012940181
Unlike free-standing companies, joint ventures involve more complex governance structures and organizational systems. Because of interpartner dependence in the managerial process, it is more difficult for joint ventures to configure their strategies with environmental dynamics. Without such...
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When a public company becomes involved in corporate misconduct, what consequences do its outside directors experience? Research shows that the scope and magnitude of the potential monetary and reputation risks individuals face from board service may vary greatly and include a reduced...
Persistent link: https://www.econbiz.de/10013115524
What are the costs and benefits of retaining the former CEO on the board? Corporate boards frequently debate this question as part of the CEO succession process. Like many governance issues, empirical evidence indicates that a number of factors are involved in and may drive this on-going...
Persistent link: https://www.econbiz.de/10013115678
Prior CEO turnover literature characterizes the board's decision as a choice between retaining versus replacing the CEO. We focus instead on the CEO's decision rights and introduce a third option in which the incumbent CEO is removed but retained on the board for an extended period, which we...
Persistent link: https://www.econbiz.de/10013116142
Responsibility for succession planning belongs in the boardroom and nowhere else. The board of directors is legally authorized, temperamentally suited, and in possession of the authority and experience needed for effective succession planning.The issues that can lead boards to neglect succession...
Persistent link: https://www.econbiz.de/10013108207