• Journal of Global Scholars of Marketing Science
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• v.18 no.4
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• pp.307-331
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• 2008

The CEO and the Corporate Image is considered very important in the aspect of marketing. The fact that CEO image itself influences the company or value of the product directly and indirectly has been verified through many cases. Recently, the differentiation of products and services between companies became difficult because the disparity in technique between companies retrenched. As a result, the rate of people who decide to purchase or invest their money based on the corporate image or reputation has been increased. Also in the knowledge society like today, the talented employees are the company's customer and the company's necessity for managing those brains of marketing perspective on how to satisfy and attract the customers is being embossed. The Fashion industry is one of the most value-added industry and in those value-added businesses, the most important factor is the human resources' knowledge power. However the study of the relationships among the CEO image, the corporate image and employment brand value in fashion industry has not been carried out yet. This research considers that dynamic relationship exists among the CEO image, corporate image and employment brand value that affects a company's main goal of pursuing benefits and intends to investigate the relationships of the three concepts. The specific purposes of this study were, 1) to analyze the impact of CEO image on a corporate image, 2) to analyze the impact of corporate image on employment brand value, 3) to analyze the impact of CEO image on employment brand value, 4) to analyze whether corporate image plays a mediating role in the relationship between CEO image and employment brand value or not. A survey design with a structured questionnaire was employed for this research. A convenience sample of 398 subjects was selected from two groups, which are university students majoring in fashion and practitioners working in fashion industry. For the data analysis, descriptive statistic (i.e., frequency, percentage), factor analysis, and multiple regression analysis were used by utilizing SPSS 12.0 for Windows program. The results for this research are as follows, first, the study of the impact of CEO image (i.e., Managerial Competence, Reliability/Leadership, Personal Attractiveness) on corporate image (i.e., Product Image, Corporate Social Responsibility Image, Corporate Cultural Image) brought conclusion that the CEO image generally affected the corporate image in fashion industry. Managerial Competence and Reliability/Leadership affected Product Image, Corporate Social Responsibility Image and Corporate Cultural Image. However, while CEO's Personal Attractiveness affected Product Image and Corporate Social Responsibility Image, it did not affect Corporate Cultural Image. Second, the study of the impact of corporate image on employment brand value brought conclusion that corporate image (i.e., Product Image, Corporate Social Responsibility Image, Corporate Cultural Image) affected employment brand value. Corporate Cultural Image affected employment brand value the most and then the Corporate Social Responsibility Image and Product Image. Third, the study of the impact of CEO image on employment brand value brought conclusion that CEO image (i.e., Managerial Competence, Reliability/Leadership, Personal Attractiveness) affected the employment brand value. CEO's Reliability/Leadership affected the employment brand value the most and then CEO's Personal Attractiveness and CEO's Managerial Competence. Forth, the study examined whether corporate image plays a mediating role in relationship of CEO image and employment brand value and concluded that it does. Corporate image played a full mediating role between CEO's Managerial Competence and employment brand value while it played a partial mediating role between CEO's Reliability/Leadership and CEO's Personal Attractiveness. This study is meaningful in a sense that it examines the relationship among the CEO image, corporate image and employment brand value which has not been carried out yet in fashion industry. It will ultimately contribute to the success of a fashion company by providing useful information of establishing strategies for managing proper the CEO and the corporate image to the fashion company and operating the talented employees.

• Asia-Pacific Journal of Business
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• v.15 no.3
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• pp.253-269
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• 2024

Purpose - The purpose of this study is to investigate the relationship between family CEO and firm value as well as the moderating roles of external corporate governance mechanisms. Design/methodology/approach - Our research model was tested employing a sample of 717 companies listed on the KOSPI securities in South Korea. Family CEO was dummy coded if a family member of the controlling family serves as the firm's CEO. Firm value was measured by Tobin's Q. Findings - A company run by a family CEO has a lower Tobin's Q value compared to its counterpart run by a professional manager. In addition, the negative effect of family CEOs on firm value was alleviated as the level of foreign ownership increased. Similarly, for companies subject to the government's regulations, the negative effect of family CEOs on firm value was found to be mitigated. Research implications or Originality - This study contributes to expanding the existing literature by examining the negative effect of family CEO. In addition, by investigating the moderating effects of external corporate governance mechanisms, it was revealed that the negative effect of family CEOs is alleviated depending on the different types of external corporate governance mechanisms. Based on these findings, theoretical and practical implications are presented.

• Journal of Korea Society of Industrial Information Systems
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• v.24 no.1
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• pp.81-94
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• 2019

The corporate social responsibility has become an industry norm, and the majority of companies have adopted corporate social responsibility (CSR) activities due to institutional pressure. This paper suggests that chief executive officer (CEO) characteristics and governance mechanisms such as CEOs hubris, outside directors, and foreign ownership can influence a managerial decision of following the norm in adopting CSR. This paper argues that a CEO with hubris carry out CSR considerably less or more than a CEO without hubris because a CEO with hubris are known to have a tendency to refuse to follow the norm from institutional pressure. On the contrary, corporate governance mechanisms can guide a CEO to follow the industrial norm related to CSR because governance mechanisms tend to control CEO to reduce managerial uncertainty. The results show that CEO with hubris has a positive relationship with the degree of CSR deviation while governance mechanisms have a negative relationship. In addition, governance mechanisms negatively moderate the relationship between CEO with hubris and with the degree of CSR deviation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.3
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• pp.131-143
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• 2016

This study investigated how corporation-CEO reputation gap, corporation-related knowledge, CEO-related knowledge, and corporate involvement influence respectively individuals' purchase intention, growth prospect, investment attraction, and corporate preference. Corporation-CEO reputation gap was divided into two groups, CEO reputation risk vs. CEO reputation premium. The survey(N = 451) with a nationwide stratified sampling found the following. First, corporate involvement and corporation-related knowledge have a positive(+) effect on purchase intention, growth prospect, investment attraction, and corporate preference. But CEO-related knowledge and corporation-CEO reputation gap have a negative(-) effect on them. Second, in CEO reputation risk group, CEO-related knowledge has a negative(-) effect on them.

• Journal of Internet of Things and Convergence
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• v.8 no.3
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• pp.11-20
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• 2022

Corporations operate within long term strategy. The Chief Executive Officer (CEO) makes decisions and has responsibility for all executive activities which affects the corporate performance. If the CEO makes strategic choices through reasonable decision making, it could affect corporate performance and corporate's rise and fall. So the CEO's decision making is very important. As rapid change in the digital technology environment happened, through digital transition, corporations have been working on increasing corporate performance by practical and academic methods. However prior research was restricted to CEO's affect on organization, innovation or innovative activities and there is a lack of research linking CEO's characteristics to digital transition and corporate performance. As the digital age is coming, research on how CEO's characteristics affect digital transition and corporate performance is direly needed. From the case of domestic Big Data corporation RSN Co. ltd's digital transition success, understanding characteristics of CEO, digital transition and corporate performance through prior researches, and developing research model and research proposition was set. Research was performed on RSN co. ltd's case analysis, and how characteristics of CEO's matter on digital transformation and corporate performance. As a result of the proposition, when the CEO conjugates digital technology, the corporation was able to successfully complete digital transition and it also affects corporate performance. Also, this research's other point is that CEO's may have limits on thoughtful decision making. It is judged that it is necessary to try an empirical study in the future.

• International journal of advanced smart convergence
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• v.12 no.3
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• pp.168-174
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• 2023

The purpose of this paper is to analyze entrepreneurship and to find out the impact of CEOs in the restaurant industry on corporate performance when they have entrepreneurship. Entrepreneurs need entrepreneurship to take risks and jump into the market to generate profits. Entrepreneurship is not limited to the abilities or resources held, but it is not limited to the ability or resources held, and entrepreneurship to act means the spirit to take uncertainty and preempt opportunities through innovative activities [1]. In this study, the CEO's entrepreneurship was set as an independent variable and corporate performance as a dependent variable. By applying and analyzing how the CEO's entrepreneurship affects corporate performance in the restaurant industry, the importance of entrepreneurship in the restaurant industry and the impact relationship on corporate performance are analyzed. To this end, 100 CEOs working in the restaurant industry will be surveyed using the Likert 5-point scale[2]. And an empirical analysis will be conducted through the SPSS program[3]. Entrepreneurship is a spirit that can take risks and seize opportunities through bold challenges to generate profits. Therefore, it has been confirmed that it affects corporate performance as a key factor for improving corporate performance, and from related studies, the entrepreneurship of the CEO of the restaurant industry is expected to have a positive (+) effect on corporate performance.

• The Journal of Economics, Marketing and Management
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• v.8 no.2
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• pp.27-38
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• 2020

Purpose: Strategic management scholars have investigated the effects of corporate social responsibility (CSR) on firm financial performance, identifying various impacts of CSR activities showing conflicting results. Meanwhile, relatively less attention has been paid to the antecedents of CSR activities. According to upper echelons theory, organizational outcomes are predicted by characteristics of CEOs and top management team members. Corporate social responsibility is a type of organizational outcome influenced by such top leader characteristics and choices. Recognizing the importance of exploring new antecedents of CSR activities, I examine whether CEO humility affects CSR outcomes. Research design, data and methodology: The KEJI index was set as a dependent variable to measure CSR activities. Among the 200 sample companies registered in the KEJI database in 2014, 85 companies were finally selected and analyzed to measure CEO humility, as independent variable. I also examine the moderating effects of firm slack on the relationship between CEO humility and CSR activities. Results: There is a positive relationship between CEO humility and corporate social responsibility activities and this relationship is negatively moderated by firm slack. Conclusions: This paper contributes to understanding positive impacts of having humble CEOs on corporate social responsibility outcomes and recognizes the role of firm slack.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.81-101
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• 2020

Humanity has reached the age of service economy. A new economy requires new management. The chief executive of new management is the CEO. The results of management decision-making are reflected in the company's performance, and are the basis for future growth engines. This study empirically analyzed the effect of CEO competence, corporate orientation, and management performance of small and medium-sized mid-sized business managers on each other. In the study, a hypothesis was established between eight variables. In addition, the relationship between corporate orientation and CEO competency, which has not been studied, was also identified. Set personal effectiveness, willingness to innovate, opportunity recognition, information perception, relationship formation, business management, leadership, organizational culture, and human resource management as measures of CEO competency. After defining the operation in accordance with this study, the analysis was conducted. As a result of the analysis, corporate orientation did not produce a meaningful result in management performance. And CEO competency showed a positive (+) effect on management performance. It can be judged that the CEO variable, a management variable, had a positive effect on management performance. Also, there was a significant result in the relationship between corporate orientation and CEO competency. Innovativeness, initiative, and risk-taking have positive implications for CEO competency. Lastly, corporate orientation showed statistically significant results on management performance through the mediation of CEO competency. It is worth noting the results of this study in that the time of the study was the timing of the global pandemic (fendermic) of the COVID19 virus. In the future, in-depth research is needed on the relationship between CEO-related factors and management performance in a more changed economic environment.

• Asia-Pacific Journal of Business
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• v.11 no.4
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• pp.103-119
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• 2020

Purpose - This study aimed to clarify the effects of CEO characteristics and marketing activities on management performance of fashion corporate by using financial statement. Design/methodology/approach - This study collected a sample of total 170 companies that can obtain the corresponding data among fashion manufacturing companies listed on KOSPI. The data of the financial statements reported from 2011 to 2018 were analyzed. Correlation analysis and multiple regression analysis were conducted. Findings - First, the more the number of CEO and the younger the CEO, the more employee welfare and training expenditures of internal marketing. The age of the CEO had a negative effect on all external marketing activities. The CEO number had a negative effect on sales promotion and advertising expenditures, but a positive effect on entertainment expenditure of external marketing. Second, as a effect of marketing activities on management performance, the welfare and training expenditures of internal marketing and entertainment expenditure of external marketing had a positive effect but sales promotion expenditure of external marketing had a negative effect on management performance. Research implications or Originality - Marketing activities that consider the differentiated factors of fashion corporate are necessary. Also, the objective accounting information can provide practical information for fashion industry.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.4
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• pp.1-20
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• 2011

Although it is a limited and exploratory study, it is focused on figuring out correlations between characteristics of female CEOs who founded a company and their managerial achievements. Toward this end, the study is focused on generating such determinants as background characteristics, behavioral features and competence traits that characterize female CEOs based on previous studies and existing literature while suggesting study models and assumptions on correlations between these factors and managerial achievements and conducting empirical analyses. Results of the empirical analyses are as follows. First, regression analyses that verified relationships between background characteristics of female corporate founders and managerial achievements have found that major subjects had a significant effect, but that their experiences in corporate foundation and careers did not. Second, regression analyses that verified behavioral characteristics of female corporate CEOs and their managerial achievements have found that credibility and the motive for corporation foundation had a significant impact, but that efforts to counter risks factors did not. Third, regression analyses that verified relationships between competence features of female corporate CEOs and managerial achievements have found that managerial control capability had a significant impact, but that entrepreneurial capability and technical capability.