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A study was conducted to show that good environmental performance increases chief executive officer (CEO) pay in polluting industries, and that pollution prevention strategies affect executive compensation more than end-of-pipe pollution control. Findings indicate that companies with an explicit environmental pay policy do not reward strategies more than those without such structures.

This paper puts forth a theory to describe how boards of directors should act toward a company's new CEO and how that relationship should change over time.

This research article presents a mathematical model to show that family-member CEOs of family-controlled companies tend to earn less than non-family CEOs. Their earnings, however, tend to be more insulated from risk. Institutional investors in the company and other factors are also discussed in these matters.

Research into the criteria used by firms in selecting new partners for new alliances is discussed. Past research suggests firms favor past partners in such cases, in which case this research analyzes the use of inertia as an alternative rationale as an evaluation criteria in such cases.

Research and development of a theory wherein non-CEO executive pay can be explained by micro-level opporotunity structures is discussed. The research is validated through analysis of four of the largest U.S. firms.

The authors studied 171 business acquisitions to prove their hypothesis about CEO compensation.

Migration or flow of top administrators between organizations and fields results in transfer of learning and knowledge and this has a way of introducing, attenuating or replacing such as to bring about institutional change.

Research into job satisfaction in management positions is given. The research shows that managers who perceive effort-reward fairness perform better and feel more satisfied.

Building on agency and prospect theory theory views, we construct, in this article, a behavioral agency model of executive risk taking. In the model we combine elements of internal corporate governance with problem framing to explain executive risk-taking behavior. The model suggests that executive risk taking varies across and within different forms of monitoring and that agents may exhibit risk-seeking as well as risk-averse behaviors. We develop specific propositions that combine monitoring with performance and the framing of strategic problems to explain executive choices of strategic risk. The resulting propositions enhance and extends the agency-based corporate governance literature on executive risk taking. (Reprinted by permission of the publisher.)

This study, utilizing data drawn from a sample of 433 Norwegian manufacturing firms, examined the direct effects of perceived environmental uncertainty and the moderating effects of key manager orientations in determining alliance use. Results support a multidimensional view of perceived uncertainty and the existence of significant variation in the link between perceived environmental uncertainty and alliance use, which arises as a consequence of key managers' entrepreneurial and individualism/collectivism orientations. (Reprinted by permission of the publisher.)

This study examined how chief executive and top management team characteristics interact with organizational performance to influence strategic change. Results indicate that poor performance, long chief executive and top management team tenures, and high diversity in top management team tenure are associated with greater levels of strategic change. In addition, poor performance moderated the relationship between managerial characteristics and strategic change, increasing the likelihood of the latter. (Reprinted by permission of the publisher.)

This article examines the link between managers' careers and the strategic behavior of the companies they manage. We argue that despite the theoretical and practical importance of this topic for the strategic management of organizations, the results of research to date have been contradictory and confusing, partly because of two substantial gaps in the underpinning theory. Implicit theories about the impact of work history on managerial characteristics are not made explicit, and a conceptual bridge is needed between individual and organizational levels of analysis. Ideas from research on decision-making studies, top management team behavior, and the strategic management literature are reviewed to yield an integrative model that specifies a set of propositions defining a program of research designed to shed light on the nature of the link. (Reprinted by permission of the publisher.)

What executives perceive influences their actions. These actions in turn affect the nature and performance of their organizations. Thus, what executives perceive is of interest to organizational scientists, to strategic management researchers, and to organizational stakeholders. The results of the field study reported here indicate that, contrary to popular belief, functional area work experience has no effect on which changes top executives perceive in their organizations' environments. Functional background, however, does not have an effect on which changes they perceive in their organizations' effectiveness. (Reprinted by permission of the publisher.)

This study investigated the informal networks of white and minority managers. Minority managers had more racially heterogenous and fewer intimate network relationships. Within the minority group, differences in advancement potential were associated with different network configurations: high-potential individuals balanced same- and cross-race contacts; others had networks dominated by ties to whites. High-potential minorities also had more contacts outside their groups, fewer high-status ties, and less overlap between their social and instrumental circles. Relative to whites, minority managers viewed similar network characteristics as providing less access to career benefits. (Reprinted by permission of the publisher.)

From a review of previous theoretical and empirical research in corporate illegal activity and top management team (TMT) characteristics, we develop several propositions that suggest a relationship between the two. TMT characteristics such as length of service, functional background, formal business education, age, and military service, as well as homogeneity in each of these characteristics, are hypothesized to neutralize or enhance relationships between context and corporate illegal activity. Implications of the proposed relationships and their limitations are also discussed. (Reprinted by permission of the publisher.)

Confirmatory modeling was used to test models of situational and individual influences on women's and men's managerial advancement. Although an overall model fitted the data well, separate models for women and men were more explanatory. Training led to managerial advancement and was of more advantage to men than to women. Work experience and education increased training, again more for men than for women. A spouse and dependents at home reduced women's work experience but increased men's, with subsequent effects on training and thus advancement. Finally, career encouragement had a more positive effect on training for women than for men. (Reprinted by permission of the publisher.)

This study investigated the association of organizational characteristics with the percentage of management positions held by women in a group of medium-sized to large private sector workplaces. Results support hypotheses derived from resource dependence and institutional theories and illustrate that characteristics of organizations predict a substantial portion of the variation in the percentage of management positions filled by women across industries. Effects differ for organizations in manufacturing and nonmanufacturing industries. (Reprinted by permission of the publisher.)

This research investigated the configurational relationship between executive team context and executive team structure as measured by team demographics. We hypothesized and found that multiple organizational 'clocks,' each driven by different aspects of an executive team's environment, have distinct effects on inertia and change. The longer the period of stability in a team's environment, the less change in members, the greater the mean tenure, and the greater the homogeneity. Reorientations, environmental jolts, technological discontinuities, and CEO successions are each associated with increased team change and heterogeneity. Whereas periods of equilibrium are associated with low change and high homogeneity, organizations that survive dramatic environmental shifts have heterogeneous executive teams that display both stability and the capacity for change. (Reprinted by permission of the publisher.)

The relationship between demographic characteristics and top management team turnover is examined in a non-US context. Demography theory sees organizational outcomes as dependent upon demographically-determined interpersonal dynamics. Data on 220 top managers regarding team heterogeneity in age, team and organizational tenure and prestige of university attended are gathered from 40 Japanese firms listed on the Tokyo Stock Exchange. The results indicate that age, team tenure and university prestige are good predictors of top management team turnover. These findings are also stronger than the results for similar studies in the US. In addition, turnover rates are higher for younger Japanese executives than older ones, a result not previously documented. Finally, the impacts of demographic factors on team turnover are consistent across age levels.

This study investigated the impact of employment gaps on two dimensions of managerial careers: income and satisfaction. As was hypothesized, the results from a survey of M.B.A. degree holders revealed that discontinuous employment histories were negatively associated with future income and satisfaction. The impact of a gap was found to be more severe for men than for women. The findings suggest discrimination against men not following a traditional career path. (Reprinted by permission of the publisher.)

The relationship between sex role stereotypes and perceived requisite management characteristics among men and women who were managers was examined and compared with the results of studies of managers made 15 years ago. Results indicate that male middle managers still adhere to a male managerial stereotype. Female middle managers, however, no longer sex-type managerial jobs. (Reprinted by permission of the publisher.)

Blau's theory of structural differentiation is a landmark in the field of organizational research and management. This theory has been tested before with inconclusive results. Cross-sectional analyses among organizations and within-organizations models lend support to the theory, as an explanation of scale, rather than change. Evidence suggests that the theory is able to explain differences of scale among organizations but is not proficient in explaining change within an organization. The theory assumes that the number of managers will increase proportionally with the growth of the organization, while findings indicate that after a certain level of growth, only marginal numbers of people are added to the organization.

Compensation of top executives is not always commensurate with performance. The reasons for this have political implications. Specific examples are given. Criteria for determining compensation arrangements will increase in the future due to new requirements for financial disclosure by the Securities and Exchange Commission (SEC).