This study examines how the risk-taking incentive of top executives drives the strategic risk-taking in corporate IT implementation. We use the risk incentive provided in executive compensation to capture top executives’ risk-taking incentive, and develop measures of aggressive IT implementation to capture strategic risk-taking in IT implementation. Our analysis provides empirical evidence that...

In recent years, a number of organisations have invested heavily in executive information systems (EIS) in order to improve the performance gains of their executives’ roles. Although executives presided over and authorised investment in EIS projects to support their roles, the majority of executives are unenthusiastic about using EIS because of the design flaws and failures of these systems. St...

Compensation of executives by means of equity has long been seen as a means to tie executives' income to company performance, and thus as a solution to the principal-agent dilemma created by the separation of ownership and management in publicly owned companies. The overwhelming part of such equity compensation is currently provided in the form of stock-options. Recent events have however reviv...

OBJECTIVES To investigate the experiences of doctors who become chief executives of NHS organizations, with the aim of understanding their career paths and the facilitators and barriers encountered along the way. DESIGN Twenty-two medical chief executives were identified and of these 20 were interviewed. In addition two former medical chief executives were interviewed. Information was collect...

This article explores the effects of the current economic crisis from the perspective of who wins and who loses among employees and executives. While both executives and employees have suffered financially from this recession, employee losses are disproportionately more profound and are likely to have more lasting impact than losses experienced by executives. In a number of instances, executive...

Due to new organisational cultures and structures placing a premium on the executives who head public and private corporations, executives must expand their knowledge base to analyse and comprehend the many changes that are happening around them. Not all executives are able to adjust easily to these expectations, or balance the many competing demands and pressures their position may entail. In ...

This paper provides a preliminary report of a study of the thinking styles of mid-level and senior information technology executives from the United States. Contrary to popular belief, a significantly smaller proportion of these executives prefer analytic thinking, and a significantly larger proportion prefer holistic thinking, than would be expected. This reality, coupled with a common (mis)pe...