What Do CEOs Do? Testing a Model on How CEOs Add Value

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What Do CEOs Do? Testing a Model on How CEOs Add Value

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dc.contributor.author Carrera, Alejandro
dc.contributor.author Quiroga, Juan
dc.date.accessioned 2016-11-04T16:06:25Z
dc.date.available 2016-11-04T16:06:25Z
dc.date.issued 2008
dc.identifier.citation Carrera, A., & Quiroga, J. What Do Ceos Do? Testing a Model on How CEOs Add Value. en_US
dc.identifier.uri https://riu.austral.edu.ar/handle/123456789/237
dc.description.abstract The present study tests the theoretical framework on how CEOs add value proposed by Carrera et al (2006). According to this model, CEOs must manage three main processes for accomplishing their mission of providing continuity to their organizations: Business, Management and Institutional Configuration Processes. This study tests the model through a survey with 270 CEOs, from medium to large Argentine firms and multinational companies within Argentina. Research results backed up the theoretical framework. To a further extent the study evidences differences between CEOs perception of their main concerns and the actual allocation of time they do daily to their tasks. In addition, by sample segmentation (concerning age, experience, capital origin and CEO category), some broad differences among CEOs arose. en_US
dc.language.iso en en_US
dc.publisher IAE en_US
dc.subject top managment en_US
dc.subject added value en_US
dc.subject CEO en_US
dc.subject processes en_US
dc.subject corporate governance en_US
dc.title What Do CEOs Do? Testing a Model on How CEOs Add Value en_US
dc.type Working Paper en_US


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