Determining management’s information needs is historically one of the most time consuming and errorprone activities in designing and building information systems. Most managers spend half their time obtaining needed information, either informally through meetings, phone conversations, or reading; or formally through organizational computer-based information systems. During this process they hav...

Notwithstanding the important role non-executive directors’ play in corporate governance and the increasing attention they receive from regulators, research on non-executives is still in its infancy. UK Corporate Governance Code does not specify how the roles of non-executive directors should be carried out, but yet the importance of such roles is crucial to the notion of governance. In conjunc...

You call a meeting to try to convince your boss that your company needs to make an important move. Your argument is impassioned, your logic unassailable, your data bulletproof. Two weeks later, though, you learn that your brilliant proposal has been tabled. What went wrong? It's likely the proposal wasn't appropriately geared toward your boss's decision-making style, say consultants Gary Willia...

Managers invariably use their personal contacts when they need to, say, meet an impossible deadline or learn the truth about a new boss. Increasingly, it's through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done. But to many senior executives, informal networks are unobservable and ungovernable--and, therefore, not a...

P ho to b y C O LI N A N D E R S O N /T he I m ag e B an k M any executives of medical technology companies count on incentive compensation plans to align their sales representatives’ goals with the goals of the company, but this oftentimes isn’t the result. Some very common types of incentive plans, when coupled with poorly balanced sales territories, can actually hinder a medtech company’s ab...

This paper examines how executives’ compensation structure interacts with firm debt structure, and focuses on how executives’ compensation structure affects firm financing choice between secured debt and unsecured debt. Based on the compensation contracts, executives make corresponding investment and financing decisions for their firms. Therefore, different compensation structures may lead to d...

In this study, 308 small business executives were interviewed and asked to identify the single most important thing they had learned about managing the use of information technology (IT) in their ®rms. The most common response was staying current/ keeping up with changing IT. The training/education of end users, the ability to get information quickly, and accurate data were also given as things...

BACKGROUND The cornerstone of the health system in Zimbabwe, the district health system has been under the responsibility of the district health executive since 1984. Preliminary information obtained from some provincial health managers in Midlands Province suggested a poor performance by most district health executives. We therefore investigated the reasons for this poor performance. METHODS...

BACKGROUND Effective leadership is essential to passing through obstacles facing the health field.The current health care system in Iran has major problems and gaps in the field of effective leadership. The aim of this study was to evaluate hospital managers' leadership style through selfassessment and to determine the correlation between leadership styles with healthcare executives' leadership...

I study the impact of changes in compensation disclosure on the level and structure of executive compensation. I exploit exogenous variation of compensation information among executives after a corporate governance reform in Germany in the late 2000s. The reform, for the first time in Germany, required firms to publicly disclose the individual compensation packages of key executives. Prior to t...