Board size and corporate performance: the missing role of board leadership structure (journal article)
by Khaled Elsayed
from Journal of Management and Governance, online 19/09/2009
"Different arguments have been introduced in the literature both for and against large and small board sizes. In this context, empirical evidence regarding the impact of board size on corporate performance is less conclusive, which means that further study is needed. Contrary to previous work, it is hypothesized in this study that the relationship between board size and corporate performance is more likely to be confounded by board leadership structure. Econometric analysis provided strong evidence for the applicability of this hypothesis and demonstrated that board size positively affects corporate performance in the presence of CEO non-duality (board leadership structure that is split between the roles of the CEO and the roles of the chairman). Furthermore, board size is shown to have a negative influence on corporate performance in the presence of CEO duality (board leadership structure that assigns the roles of both CEO and chairman to the same person). This conclusion is robust to the use of different measures of corporate performance, control variables and econometric models. Thus, these findings cast doubt on most of the existing evidence that posits that either large or small board size is always the best alternative to be followed in all organizations. "
Wednesday, 18 November 2009
What Keeps You Awake at Night: Top Ten Challenges Facing Public Managers (journal article)
by Jonathan Breul and John Kamensky
from Ash Institute for Democratic Governance and Innovation, Harvard Kennedy School, 9 Nov 2009
"David Letterman is not the only one with a Top Ten list! We’ve put one together as well, based on what we’ve heard from a wide range of government leaders and public policy academics. Our list is a snapshot of significant management issues facing public executives. We call it the “what keeps you awake at night” list."
Friday, 13 November 2009
* Affordability indices for all states and territories (except NT), metro and regional
* National median incomes and minimum repayments for a median priced home
* A rolling 6 quarters of original house price data for - Established dwellings, Detached Houses;- Established Dwellings, Units;- Established Dwellings, Total; and - New Dwellings, Total."
Tuesday, 10 November 2009
Friday, 6 November 2009
Monday, 2 November 2009
Friday, 30 October 2009
Galvanizing Philanthropy (journal article)
By Susan Wolf Ditkoff and Susan J Colby
from Harvard Business Review Vol. 87 Issue 11, Nov 2009, pp. 108-115
"Philanthropic organizations, exempt from the accountability imposed on business by markets or on government by voters, are free to experiment and take risks. But they have little experience in objectively evaluating their own performance or figuring out how to improve it. Regardless of the economic climate, the authors say, developing a philanthropic strategy is an iterative process -- one they've labeled "getting clear, getting real, and getting better." Getting clear means selecting a few strategic anchors -- people, problems, or philosophies the institution truly cares about -- and using them to guide decisions about programs and grantees. In addition, hard evidence should be examined in light of values and beliefs. Getting real means pragmatically assessing the resources and time required to bring about desired change and soliciting candid feedback from the field. Getting better means regularly reviewing the organization's entire funding strategy in light of both outside perspectives and nonfinancial assets. Ditkoff and Colby outline the traps that funding institutions must avoid if they are to optimize their resources and organizational outcomes, and they offer stories from the James Irvine, Bill & Melinda Gates, Annie E. Casey, David and Lucile Packard, and Edna McConnell Clark foundations as examples of success. The pursuit of excellence, they say, can be imposed only by philanthropic investors themselves."
WHAT WOULD PETER SAY? (journal article)
By Rosabeth Moss Kanter
from Harvard Business Review Vol. 87 Issue 11 Nov 2009, pp. 64-70
"Heeding the wisdom of Peter Drucker might have helped us avoid -- and will help us solve -- numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry's failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. If he were still here, a century after his birth, what would he say about the path forward? The essential Drucker can be summarized in three themes: First, management should be a profession, and executives and managers should remember that their primary job is to look out for the long-term health of their organizations. That means taking responsibility for social well-being, not just wealth. Second, knowledge workers cannot be controlled; they must be motivated. Such employees must see a purpose more meaningful than personal profit. And third, nonprofits are necessary ingredients for producing a good society, one in which businesses can thrive. It is critical to invest in them. Drucker was not a revolutionary. He merely asked that we constantly challenge our assumptions. He preached steadiness and vision, recognizing that leading in turbulent times requires foresight about where things are heading as well as judgment about what not to change."
How to Jump-Start the Clean Tech Economy (journal article)
By Mark W Johnson and Josh Suskewicz
from Harvard Business Review Vol. 87 Issue 11 Nov 2009, pp. 52-60
"Billions of dollars worldwide are pumped into the search for clean technology and renewable energy. So far, however, most investment has been in companies that are using conventional business models to fit new technologies into existing systems. A far better approach, say Johnson and Suskewicz, is to create whole new systems. The authors propose a framework for thinking about clean tech that consists of four interdependent components: an enabling technology, an innovative business model, a careful market-adoption strategy, and a favorable government policy. Two recent experiments show how this framework can be applied: Better Place, founded by the software executive Shai Agassi, has a network of battery-recharging and -switching stations to support its electric cars and a business model based on selling electricity (miles) rather than vehicles. It has a foothold market in Israel, where gas- powered cars are taxed far higher than electric ones. Masdar City, now under construction in Abu Dhabi, will be a carbon-neutral incubator of clean technologies, supported by the investment, manufacturing, strategy, and academic units of a government initiative. The city is itself a foothold market and will benefit from government subsidies, "free zone" status, and favorable regulations. Both enterprises provide hope for supplanting the oil-based economy."
TEN PRINCIPLES FOR TAX REFORM (journal article)
By Robert Carling
from Policy Vol. 25 Issue 3 Spring 2009, pp. 9-15
"Australia's tax system needs principles that go beyond efficiency, equity and simplicity. The author discusses ten principles for tax reform."
Tuesday, 27 October 2009
Author: Robert M. Fried
"Designed to provide tools that employees can use to handle their workplace stress in a constructive manner and also functions as a resource for employees on stress management programs that are very effective at reducing stress, reducing turnover, improving employee loyalty, increasing worker satisfaction and happiness." - page iv. Suggestions include: massage, self-hypnosis, meditation, nerolinguistic programming, exercise and diaphragmatic breathing.
Saturday, 24 October 2009
It pays to be socially aware. (journal article)
By Matt Parsons
From Travel Trade Gazette UK & Ireland; 9/4/2009, Issue 2879, p10-11, 2p
"Information about topics discussed at a Travel Trade Group (TTG) roundtable discussion in Great Britain is presented. Topics include the effectiveness of social media as a marketing tool with several range of uses including in training, marketing, and brand management. It notes the different opinions of executives from different travel companies regarding the issue. A list of the participants during the discussion is also provided. "
Creative solution, California tourism (journal article)
From Campaign (UK); 9/5/2009 Supplement, p12-13, 2p
"The article provides information on the move of California Tourism to promote the state. It cites that California chose The Times and The Sunday Times to develop a media partnership through Feather Brooksbank Ltd., its media agency. Sara Lamb, team leader of the News International Campaign Team, aimed to use the whole lay out of the two newspapers in print and online in educating the readers about the broader appeal of visiting California. "
Can a brand identity for a nation be successfully created? (journal article)
From B&T Magazine; 9/18/2009, Vol. 59 Issue 2701, p11-11, 1p, 3 color
"The article offers the opinion of Mike Staniford of Landor, Kate Messenger of Yello and Tim Riches of Futurebrand, regarding the 20 million-Australian dollar brand campaign for Australia. According to Staniford, identity is essential to countries as it is significant to sector such as business investment and tourism. Messenger stated that the identity to be created by the campaign should be credible. Riches asserted that the country is capable of employing such campaign."
