Conceptualizing executive hubris: the role of (hyper-) Core self-evaluations in strategic decision-making

Article Abstract:

The concept of core self-evaluation (CSE), concisely encompasses and consolidates the common, overlapping portions of personality dimensions like self-esteem, self-efficacy, locus of control, and emotional stability. A set of integrated propositions is developed that describe the implications of CSE for strategic decision processes, strategic choices, and organizational performance.

Decision-making, Decision making, Strategic planning (Business)

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Compositional gaps and downward spirals in international joint venture management groups

Article Abstract:

Managers of international joint ventures need to be aware that groups from each parent may form coalitions which conflict with one another and with the parent companies, causing significant gaps in the management of the joint venture.

Joint-Venture Management, Statistical Data Included, International business enterprises, Multinational corporations, Joint ventures, Industrial organization

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How national systems differ in their constraints on corporate executives: a study of CEO effects in three countries

Article Abstract:

The impact of chief executive officers in different countries on corporate performance is analyzed. The problems faced by these officers during latitudes of actions are also discussed.

Management dynamics, Chief executive officers, Company business management, Business performance management

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