Multinational headquarter control of wholly owned foreign subsidiaries

© 2017 Elsevier Ltd This paper examines how contingent factors, important for wholly owned foreign subsidiary operation, affect the management control system exercised by multinational corporation headquarters. We focus on two sets of contingent factors: first, strategic factors relating to corporate and competitive strategy; and second, factors related to integration internal and external to a multinational corporation. We apply a control archetype approach to more comprehensively consider the controls exercised, relative to extant literature. Our evidence is based on data from a cross-sectional survey completed by 159 Australian multinational corporation headquarters. Our findings indicate activity sharing corporate strategies, low cost competitive strategies, and higher internal integration, lead to greater degrees of control of wholly owned foreign subsidiaries. Differentiation based competitive strategies and external integration have less substantial and narrower implications on the degree of control exercised. These findings are robust to sensitivity tests and are consistent with our expectations that headquarters exercise a higher degree of control in contexts perceived as less problematic

Is there a governance failure in corporatised Australian Government Business Enterprises? Evidence from their Chief Executive Officers’ compensation.

Over the last three decades, governments have commercialised and corporatised many of their government business enterprises (GBEs) without privatising them under New Public Management (NPM) policy, which requires them to act as a corporate sector entity. These GBEs have independent boards that are responsible for the corporate governance of these entities, including the hiring of chief executive officers (CEOs) and determining their compensation. We examine the association between pay and performance for CEOs of GBEs and find that the levels and changes in CEO compensation are not associated with GBE performance despite being the explicit intent of NPM and regulatory policy. We suggest that this corporate governance failure could be due to the composition of the GBE boards. Our evidence shows that only 11.29% of directors appointed have public listed company experience with the balance of director appointments, being either senior public servants or political appointments who may lack the motivation or have any incentive to closely monitor CEO compensation. Accordingly, we suggest some possible policy changes to both the determination of CEO compensation and the composition of GBE boards

The Association Between Gender-Diverse Compensation Committees and CEO Compensation

© 2015, Springer Science+Business Media Dordrecht. We examine the association between gender-diverse compensation committees and CEO pay and find that CEO compensation levels are negatively associated with gender-diversity of the compensation committee, but not gender-diversity of the board. Furthermore, we find that excess CEO compensation is negatively related to subsequent return on assets for firms with an all-male compensation committee but not for firms with a gender-diverse compensation committee. These results suggest that CEOs do receive some level of excess compensation which can be mitigated by having one or more females on the compensation committee

An investigation of wholly-owned foreign subsidiary control through transaction cost economics theory

© 2015 AFAANZ This paper investigates the management control systems used by multinational corporation headquarters to control wholly-owned foreign subsidiaries. Our theory development is based on transaction cost economics. First, we conduct a series of exploratory interviews, providing an insight into the context, and second, we provide empirical evidence based on cross-sectional survey data. Our results indicate that activity traits (uncertainty, asset specificity and post hoc information impactedness) have significant implications on control choices, in particular the control archetype combinations chosen by headquarters, although not all results are consistent with theory predictions. Our findings are supported by extensive alternative testing

Determinants of the levels and changes in non-executive director compensation

© 2014 AFAANZ This study examines the economic and director-specific determinants of non-executive director (NED) compensation in the Australian setting. We find that NED compensation is associated with firm size, complexity, growth, risk and liquidity. It is also associated with director reputation, experience, connectedness and the directors' involvement with the firm. The additional compensation paid to the chairperson is positively associated with their prior experience and negatively associated with NED reputation and involvement. We find inconclusive evidence on the association between changes in NED compensation and firm performance

Big Data, Analytic Culture and Analytic-Based Decision Making Evidence from Australia

This study investigates how managerial decision making is influenced by Big Data, analytics and analytic culture. The results of a cross-sectional survey (n = 163) of senior IT managers reveal that Big Data Analytics creates an incentive for managers to base more of their decisions on the analytic insights. However, we also find that the main driver of analytic-based decision making is analytic culture. Considering that culture – in contrast to Big Data Analytics tools and skills – is a resource which cannot be change easily or quickly, we conclude that firms with a highly analytic culture can use this resource as a competitive weapon. Finally, our analysis reveals that managers in smaller organizations are significantly more likely to base their decisions on analytic results than managers in large organizations, which suggests the former use analytics to remain competitive against their larger counterparts

Impact of Big Data Analytics on Decision Making and Performance

‘Big Data’ has become a major topic of interest and discussion for both academics and professionals in the IT and business disciplines, and case evidence suggests that companies engaging in Big Data outperform others. It has to be noted though that ‘Bigger’ Data as such does not provide any benefits, but it is rather how organisations make sense of data and gain insights from analysing the data. Analytic capabilities and practices are required to convert Big Data (BD) into insights which arguably improve decision-making and thereby organisational performance. While protagonists of such Big Data Analytics (BDA) imply that those effects exist, so far they have not been confirmed by rigorous empirical research. Data was obtained using a cross-sectional online survey which targeted Chief Information Officers and senior IT managers of medium-to-large Australian for-profit organisations and yielded 163 complete responses, which met the standard criteria for measurement reliability and validity. PLS-SEM and multiple bootstrapping methods were used to test the hypotheses, while controlling for firm size. The present study empirically confirms claims made in the literature that BD and related analytics lead to better performance. It also reveals that such benefits are achieved primarily because BDA creates additional incentives for managers to base their decisions on analytics, and that more analytic-based decision making actually leads to superior performance. Finally, the results of our study suggest that managers in organisations which engage in BD are generally more analytics-minded in their decision making, even if the analytic tools and methods used in support of their decisions are not particularly sophisticated. The results provide evidence that neither Big Data nor Big Data Analytics are just ‘hypes’, but they do actually lead to superior performance, partly directly and partly indirectly by creating an incentive for managers to rely on analytics when making strategic or operational decisions. Interestingly, managers in smaller firms are more likely to base their decisions on analytics than larger firms, which suggests that they use analytics to compete against larger firms