Shareholder activism among portfolio managers: rational decisions or 15 minutes of fame?

Nordén, Lars; Strand, Therese

doi:10.1007/s10997-009-9114-9

Cited by 24 publications

(9 citation statements)

References 31 publications

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“…Sources: Karpoff et al, 1996;Guay et al, 2004;McLaren 2004;Hendry et al, 2007;De Bakker and Den Hond, 2008;Gifford, 2010;Judge et al, 2010;Morgan et al, 2011;Nordén & Strand 2011. A strong case can be made as to why shareholders should monitor and influence managers' actions for their own and the greater good. This case is based on the notions of reciprocity, interdependence and accountability (Goodstein & Wicks, 2007).…”

Section: Voting Proxiesmentioning

confidence: 99%

Executive Remuneration in South Africa: Key Issues Highlighted by Shareholder Activists

Viviers

2015

AJOBE

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The growing wage gap in South Africa has far-reaching socioeconomic consequences. This study investigated the nature of executive remuneration issues raised by shareholder activists in the country. An analysis of 24 510 votes cast by 17 investment managers at 347 companies listed on the Johannesburg Stock Exchange in 2013 revealed that the vote to endorse companies' executive remuneration policies evoked the most opposition. Well-known shareholder activist, Theo Botha, also criticised companies for failing to disclose sufficient details on their remuneration policies. A disconnect between the performance of companies and their executives' pay was also noted. It is recommended that the non-binding vote on executive remuneration be revised and more investor education provided.

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Section: Voting Proxiesmentioning

confidence: 99%

Executive Remuneration in South Africa: Key Issues Highlighted by Shareholder Activists

Viviers

2015

AJOBE

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“…Yet most existing research originated in studies of large organizations. In the small and medium enterprises (SMEs) literature, managers' personal characteristics have been found to be a crucial factor behind a firm's cooperation strategy (Peterson, 1988;Sarkar et al, 2001;Palmer and Wright, 2010;Norden and Strand, 2011;Rody and Stearns, 2013). In such firms, managers' individual features as well as their personality and emotions play a larger role in decision-making processesa viewpoint we refer to as "managerial perspective".…”

Section: Introductionmentioning

confidence: 99%

Alliance portfolio formation and configuration by small and medium ICT firms

Golonka

Latusek

2016

Baltic Journal of Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as Abstract Purpose -The purpose of this paper is to explore the forming and configuring of interfirm cooperation in small and medium enterprises (SMEs) characterized by different rates of growth. Design/methodology/approach -The study applies a qualitative approach. A multi-site case study was conducted in 26 Polish ICT firms. Findings -The research indicates that SMEs manage alliances ad hoc and are characterized by a constantly emerging portfolio of partners. The results also indicate that "stable-growth" and "hyper-growth" firms adopt different approaches to managing alliances and they are characterized by different attitude of top managers towards uncertainty. Practical implications -The results suggest that the managers' attitude affects the formation and management of alliance portfolio in SMEs. The authors further highlight the importance of managerial agency within the firms and indicate that managers can actively shape the alliance portfolio of their firms. Originality/value -The paper theoretically contributes to alliance portfolio literature through the adoption of both managerial and structural perspectives. More precisely, this study provides the factors related to managers that might affect a firm's alliance portfolio configuration. All of these factors relate to managers' approach to uncertainty. Furthermore, this study extends the previous research through focusing on SMEs.

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“…The current article is occupied with analysing precisely this middle ground of shareholder action, as defined by Gillan and Starks (2007). Nordén and Strand (2011) develop another typology by distinguishing between formal and informal shareholder activism. The former involves investor actions that are made publiclyfor example, filing a shareholder resolution, attending the annual general meeting (AGM, hereafter) and asking a question, writing a publicly available letter and others.…”

Section: Literature Reviewmentioning

confidence: 99%

Shareholder activism and the ethical harnessing of institutional investors

Ivanova

2016

CPOIB

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Shareholder activism among portfolio managers: rational decisions or 15 minutes of fame?

Abstract: Institutional shareholder activism, Target firms, Agency theory, Institutional theory,

Cited by 24 publications

References 31 publications

Executive Remuneration in South Africa: Key Issues Highlighted by Shareholder Activists

Executive Remuneration in South Africa: Key Issues Highlighted by Shareholder Activists

Alliance portfolio formation and configuration by small and medium ICT firms

Shareholder activism and the ethical harnessing of institutional investors

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