• Asia-Pacific Journal of Business
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• v.14 no.4
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• pp.175-189
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• 2023

Purpose - The purpose of this study was to examine the relationship between CEO name uncommonness and R&D intensity while focusing on CEO ownership and CEO tenure as moderators of the relationship. Design/methodology/approach - This study collected data from various American databases such as national data on given names from Social Security Administration, COMPUSTAT, and Execucomp. The sample of this study includes 2,494 (firm-year) observations from U.S. firms between 2005-2011. This study conducts Feasible Generalized Least Square (FGLS) regression analysis to test the hypotheses. Findings - First, we found CEO name uncommonness was positively related to R&D intensity. In other words, CEOs with unusual names prefer being distinctive by increasing R&D investments. Second, we examine the moderating roles of CEO characteristics (i.e., CEO ownership and tenure). The results show that CEO tenure strengthens the positive relationship between CEO name uncommonness and R&D intensity. Research implications or Originality - First, this study extends the CEO characteristics and R&D literature by investigating how CEO name uncommonness affects R&D intensity. In addition, our study also supports the intitutionalization of CEO power arguments by showing that CEOs with unusual names are more likely to pursue distinctive strategies when they have longer tenure. For practical implications, our results allow the investors to better predict corporate future R&D expenses. It suggests that ceteris paribus, CEOs with unusual names, vis-a-vis CEOs with common names, are more likely to increase R&D expenses.

• KDI Journal of Economic Policy
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• v.38 no.4
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• pp.1-21
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• 2016

This paper documents how the net profit margin of private firms improves when the CEOs of the companies relocate their primary residence to be closer to the corporate headquarters. By reviewing 127 Korean non-public companies belonging to 66 private business groups, we find that the top managers move closer to the headquarters when the profitability of the firms has recently deteriorated. A one basis point decline in the margin causes CEOs to relocate their homes approximately two kilometers closer to their corporate headquarters. The profit margin rebounds after their relocation. This finding implies that physical proximity can serve as a proxy for personal commitment.

• The Korean Journal of Health Service Management
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• v.5 no.2
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• pp.105-117
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• 2011

The purpose of this study is to investigate evaluation and improvement of long-term care hospitals for changing long-term care hospitals fee system. Data were collected from 104 CEOs in nationwide long-term care hospitals using structured self-administered questionnaires during August 17 to 31, 2009. Major results of the empirical analysis are as follows; first, to change fixed sum medical fee per day caused to decline the level of geriatric service in 87% of CEOs. Second, 79% of CEOs were dissatisfied with changing fixed sum medical fee per day, and 47% of them were dissatisfied with graded fee for doctor and nurse management. Finally, they suggested that to specialize and to differentiate of long-term care hospitals will drive to improve long-term care hospitals function and to measure workforce based on rate of filled vacancies will increase efficiency and productivity of doctor and nurse management.

• Health Policy and Management
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• v.16 no.3
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• pp.86-106
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• 2006

The purpose of the study is 1) to explore clinic and hospital CEOs' satisfaction and expectation level on the affiliation with the larger size teaching hospitals, 2) to find the factors influencing the satisfaction and expectation level on the affiliation with the large hospitals. Data for analysis was collected to use self-administrative structured questionnaire on 335 CEOs of small or middle sized clinics and hospitals affiliated with large sized teaching hospitals located in Seoul and Kyung Ki Province. For the study, the researchers develop the constructs for questions on the satisfaction and the expectation of the affiliation, the attitude, knowledge on the affiliation, previous relationship of the affiliation, and selection guideline of the affiliation with exploratory factor analysis and reliability test. Through the confirmative factor analysis using AMOS 4, the researchers develop constructs based on exact relationship between constructs and questions. CEOs' expressive and unexpressive satisfaction level are 2.54 of 5 point(38.5 of 100) and 2.78 of 5 point(44.5 of 100), and the expressive and unexpressive expectation level are 2.77 of 5 point(44.3) and 3.16 of 5 point(54.0). These levels are relatively row for importance of affiliation. Expectation levels do not influence satisfaction levels. Attitude of affiliation influences expressive expectation and unexpressive satisfaction, reason for affiliation unexpressive satisfaction, and previous relationship to affiliated hospitals influence both of expressive and unexpressive satisfaction. The expressive expectation level and the expressive satisfaction level influence unexpressive expectation and unexpressive satisfaction, respectively. There is cognitive dissonance between expectation and satisfaction, therefore numbers of affiliation might be smaller or weaker in the future than present time. Many CEOs feel environmental press such as competition and the press of health insurance, but they might not think affiliation is best solution. Therefore, large hospitals try to give affiliated clinics and hospitals practical benefits to increase satisfaction and expectation levels, and they need to new affiliation form such as joint venture and joint ownership. The expectation and the satisfaction level was influenced by CEOs' gender, type of health service facilities, distances between the affiliated facility and the large mother hospital, and reason for affiliation.

• Management & Information Systems Review
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• v.29 no.1
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• pp.79-96
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• 2010

The purpose of this study is to investigate factors that affect corporate CEOs' tax avoidance, ultimately helping find how to fundamentally prevent the avoidance, establish a tax system that ensures tax payers' compliance and revise tax laws and regulations in a positive way. For the purpose, this researcher surveyed corporate CEOs with a questionnaire that contained many questions of various types, which was developed based on previous studies. Findings of the study can be summarized as follows. Main factors affecting tax avoidance were the application of tax provisions, the ability to understand tax laws and the expectation of tax avoidance. The more corporate CEOs' were influenced by the first and the third factors, the higher their propensity for tax avoidance was. On the contrast, corporate CEOs were lower in propensity for tax avoidance when they were more able to understand tax laws. Regarding the three factors' relative influences, tax avoidance was most affected by the expectation of tax avoidance, followed by the ability to understand tax laws and the application of tax provisions in order. Meanwhile, a multi-regression analysis using the sequential deletion technique showed that tax avoidance were affected by the application of tax provisions and the expectation of tax avoidance and that tax avoidance was most influenced by the application of tax provisions, followed by the expectation of tax avoidance. These findings indicate that the degree of corporate CEOs' tax avoidance may vary depending on social and environmental changes that their business face. Meanwhile, positive factors such as tax-bearing capacity and the procedure of tax calculation and negative factors such as management ethics and tax authorities' regulation are all thought to be not helping prevent tax avoidance.

• Journal of Distribution Science
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• v.13 no.12
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

• 한국전자현미경학회:학술대회논문집
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• 2005.05a
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• pp.21-25
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• 2005

• Journal of The Korean Association of Information Education
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• v.12 no.2
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• pp.173-182
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• 2008

Teachers should actively maintain and improve their ICT competency in today's ever changing information society. A standardized system should now be developed to assist educators when choosing courses to improve their ICT competency. Previous ICT competency studies have only measured one's current ICT abilities rather than analyzing the skills necessary for educators to be successful in the educational system. This study developed an assessment tool to measure the ICT competency levels of CEOs who have the potential to be the decision makers in ICT education. In order to accomplish this, the jobs, duties, and tasks of educational CEOs were analyzed against the ICT Skills Standards for Teachers to determine which ICT skills are required by educational CEOs. Sixty-three questions were extracted from this analysis, guiding educational CEOs in the determination of their own ICT skills level.

• The Journal of the Korea Contents Association
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• v.8 no.11
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• pp.306-322
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• 2008

The purpose of this study is to inquire into the effect of characteristics of public enterprise CEOs' leadership (transforming leadership and transactional leadership) on the leader trust and organizational effectiveness of organizational members. A survey was made on 1,124 persons being in the service of 14 marketable and quasimarketable public enterprises. The results of this study were as follows. First, it showed that the individualized consideration had an effect on the confidence level of leader. Second, it showed that the transforming and transactional leaderships had an effect on the organizational effectiveness, which the hypothesis was adopted. Third, it showed that calculable, intellectual and identical factors had a positive effect on the job satisfaction and organizational commitment, but the organizational commitment of calculable variable was rejected in the confidence level. In general, the effect of transforming and transactional leaderships as public enterprise CEOs' leadership characteristics on the organizational effectiveness by mutual confidence level of calculable, intellectual and identical standards showed that the organizational commitment was rejected in the base of identification. And other factors were adopted as a positive mechanism, which they were a mechanism suitable to public enterprise CEOs' leadership characteristics.

• Knowledge Management Research
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• v.19 no.4
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• pp.39-58
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• 2018

This study explores the effects of business consulting on the business performance of firms by using a unique survey for various industry sectors in Korea. We attempt to build a consulting model that shows the structural relationship between consulting factors and consulting performance. Moreover, through the consulting model, we conduct the analysis of elasticity of consulting factors and the group analysis based on firm age. First, the findings show that all consulting factor has a positive impact on the consulting performance, but in the results of factor elasticity, they have a somewhat different impact. Second, while the support of CEOs is relatively more elastic than other consulting factors with respect to the completion of consulting projects, the institutional condition for consulting is relatively more elastic than other factors with respect to the contribution to business performance. Third, since the high-firm age group has a greater capacity to absorb and utilize external knowledge and resource, the consultant competency and institutional conditions have a more impact on the consulting performance than the low-firm age group. On the other hand, in the low-firm age group, the result indicates that the support of CEOs has a more impact in the consulting performance than the high-firm age group. According to the total effect, the support of CEOs in the entire model has the highest impact on the consulting performance. Thus, it is probably difficult to achieve the improvement of business performance through consulting as well as the successful consulting projects without the CEOs' commitment and awareness about the consulting projects.