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Business, general

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Who shall succeed? How CEO board preferences and power affect the choice of new CEOs

Article Abstract:

This study shows how social psychological and sociopolitical factors can create divergence in the preferences of an incumbent CEO and existing board regarding the desired characteristics of a new CEO, and how relative CEO board power can predict whose preferences are realized. Using extensive longitudinal data, we found that more powerful boards are more likely to change CEO characteristics in the direction of their own demographic profile. Outside successors are also typically demographically different from their CEO predecessors but demographically similar to the boards. (Reprinted by permission of the publisher.)

Author: Zajac, Edward J., WEstphal, James D.
Publisher: Academy of Management
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1996
Corporate directors, Appointments, resignations and dismissals, Chief financial officers, Succession planning (Business)

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Being fair or appearing fair: strategic behavior in ultimatum bargaining

Article Abstract:

This article presents the results of two experiments that investigated fairness and apparent fairness in ultimatum negotiations. Results suggest that offerers - those presenting offers - were both strategic and exploitative: they made offers that appeared fair only when respondents (potential recipients) had full information about the amounts to be divided or when third parties labeled offers as to their fairness. In contrast, respondents ignored fairness claims but reacted to the sizes of offers and to third party's evaluations. (Reprinted by permission of the publisher.)

Author: Murnighan, J. Keith, Pillutla, Madan M.
Publisher: Academy of Management
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
Negotiation, Negotiations

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Managers' reactions to procedurally just performance management systems

Article Abstract:

This research examined managers' reactions to the implementation of a procedurally just performance management system in two samples. Findings indicated that managers who perceived unfairness in their own most recent performance evaluations reacted more favorably to the implementation of a procedurally just system than those who did not perceive unfairness. (Reprinted by permission of the publisher.)

Author: Taylor, M. Susan, Masterson, Suzanne S., Renard, Monika K., Tracy, Kay B.
Publisher: Academy of Management
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1998
Ethical aspects, Justice (Philosophy), Human resource management systems, Human resource information systems

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Subjects list: Research, Beliefs, opinions and attitudes, Executives, Fairness
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