The use and effectiveness of top executive dismissal

Hilger, Stefan; Mankel, Stephanie; Richter, Ansgar

doi:10.1016/j.leaqua.2012.07.001

Cited by 47 publications

(61 citation statements)

References 147 publications

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“…Contrary to the results found by McDonald et al (2008), the study by Hilger et al (2013) reveals that performance (individual or organizational) is a criterion that significantly influences the chances of dismissal of top executives. The study by Crossland and Chen (2013, p. 83) demonstrates the same trend: "A second important assumption in the literature about dismissal is that the top management board has the power to dismiss CEOs (Chief Executive Officers) with low performance.…”

Section: Interpersonal Relationshipcontrasting

confidence: 90%

“…Works on the succession or removal of top executives and chief executive officers (CEOs) include those by Crossland and Chen (2013), Ertugrul and Krishnan (2011), Goldman (2011), Hilger et al (2013, Ohana andMeyer (2010), andWiersema (2002). In these studies, the dismissal process has been analyzed predominantly from the employee's perspective.…”

Section: Dismissalmentioning

confidence: 99%

“…For dismissal, some criteria are applied to decide who will be dismissed or whether option will be pursued (Hilger et al, 2013). In the next section, these criteria and how they are hierarchized in the dismissal process are discussed.…”

Section: Dismissalmentioning

confidence: 99%

“…However, the literature on contract termination issues, succession, and dismissal is scarce, and knowledge concerning the reasons why managers make dismissal decisions is limited. Thus, a gap exists in the research about issues of how individuals are replaced and what leads to their being dismissed (Hilger, Mankel, & Richter, 2013), in addition to the circumstances prior to dismissals (McDonald, Waterhouse, & Kellner, 2008).…”

Section: Introductionmentioning

confidence: 99%

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Dismissal: Important Criteria in Managerial Decision-Making

et al. 2018

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Knowledge about dismissal decision-making, particularly concerning the criteria used by managers in choosing who will be dismissed and why, is scarce. Considering the implications of such decisions for organizations and society, in this paper, we identify the seven most frequently used criteria in dismissal decisions and examine their importance for managers. We collected data through a survey among 385 managers and used the rational ranking and the multicriteria Analytic Hierarchy Process (AHP) to analyze them. The results show that commitment, performance records, and trust have the greatest impact on the dismissal decision, whereas interpersonal relationship, growth potential, and professional experience are considered secondary criteria. These results contribute to extending our knowledge about dismissal decisions and showing the most relevant criteria in these choices and the relevance assigned to each of the criteria so that greater transparency can be achieved. KEYWORDS | Decision-making, dismissal, dismissal criteria, human resources, analytic hierarchy process. RESUMO

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Section: Interpersonal Relationshipcontrasting

confidence: 90%

Section: Dismissalmentioning

confidence: 99%

Section: Dismissalmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Dismissal: Important Criteria in Managerial Decision-Making

et al. 2018

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“…Still, even if the antecedents of executive dismissal have received much research interest (see Hilger et al, 2013), studies examining the process leading to the loss of trust in this relationship are very rare.…”

Section: Limitations and Suggestions For Further Studiesmentioning

confidence: 99%

Development of trust in the CEO-chair relationship

Koskinen

Lämsä

2017

BJM

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Final Draft 1 Development of trust in the CEO-Chair relationship AbstractPurpose: This study explores trust development in the dyadic relationship of CEO and Chair of the Board. Approach:A narrative approach is adopted to examine the meanings that CEOs and Chairpersons give to trust in their relationship, and to explore trust as an evolving phenomenon that can increase or decline over the course of the relationship. The data include 16 CEO-Chair dyads from Finnish limited companies. Findings:The results suggest that trust may exist on different levels and evolve in various ways during the course of the relationship. Integrity and agreement on company strategy are proposed to form the foundation for trust in the CEO-Chair relationship, whereas ability and benevolence are necessary for trust to develop to a higher level. Research limitations:Studying trust development based on data generated at one point of time and in only one country are the major limitations of the study.Practical implications: It is proposed that the level of trust influences value creation in the relationship. Originality/value:The study adds to the limited number of previous studies on the CEOChair relationship and contributes to the literature on trust development by making visible the viewpoint of both partners, and the meaning of the different components of trust.

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Safety margins versus profit maximization

Vetter

2018

Manage Decis Econ

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JEL Classification: D81; D43; L13; L2Under uncertainty, firms risk bankruptcy. We ask, in symmetric duopoly with stochastic demand, what happens when one firm minimizes the probability of negative profits while the other maximizes expected profits. When fixed costs are small, a firm can reduce the likelihood of negative profits. However, under a large fixed cost, the chance of negative profits increases upon deviation from a profit-maximizing strategy. In any event, if one firm adopts a safety-first strategy, the other firm has higher profits and a better survival chance by maximizing expected profit. Finally, we compare a profit maximizing to a safety-first strategy in relation to ownership and control in firms.

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The use and effectiveness of top executive dismissal

Cited by 47 publications

References 147 publications

Dismissal: Important Criteria in Managerial Decision-Making

Dismissal: Important Criteria in Managerial Decision-Making

Development of trust in the CEO-chair relationship

Safety margins versus profit maximization

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