Pay Me Later: Inside Debt and Its Role in Managerial Compensation

Inside debt, such as pensions and deferred compensation, constitutes a widely-used form of executive compensation, yet the valuation and incentive effects of these instruments have been almost entirely overlooked by prior work. Our paper initiates this line of research by studying CEO pension arrangements in a sample of 237 large capitalization firms. Among our findings are that CEO compensation in most large cap firms exhibits a balance between debt- and equity-based incentives, with the balance shifting systematically away from equity and toward debt as CEOs growolder; that annual increases in pension entitlements represent about 10% of overall compensation for the CEOs in our sample, and about 15% for CEOs aged 61 to 65; that CEOs with high debt-based incentives manage their firms conservatively to reduce default risk; and that pension plan compensation strongly influences patterns of CEO turnover and CEO cash compensation.CEO pensions; inside debt; deferred compensation

Adaptive Enterprises: Interweaving People Process and Technology

Today’s world is a complex interconnected environment where interconnected enterprises participate in global business. The global business world is characterised by rapid and unpredictable change that results in enterprises being challenged at all levels. Customers, employees, partners, investors and society are all sources of uncertainty. Traditional deliberate strategies based on cycles of stability and predictability are no longer relevant for today\u27s business environments. Emergent strategies have been advocated by many as the solution. However the thesis of this research is that enterprises need to interweave the deliberate with the emergent. A review of current research and industry literature suggests large gaps exist in terms of strategies, processes, structures, and information systems that intrinsically, fundamentally, and seamlessly interweave the deliberate and emergent aspects to support adaptive enterprises. In this thesis we investigate and propose how this interweaving of the deliberate with the emergent could be conceived and realised in terms of strategy, business processes, organisational structures, and information systems. The research is interdisciplinary in nature and spans management, operations, and information systems

A Longitudinal Iterative Convergent Approach to Netnography

Netnography is a new approach that uses ethnographic principles to provide rich insights into human society. It combines archival and online communications, participation and observation, with new forms of digital and network data collection, analysis and research representation. While the use of Netnography is gaining momentum there are a few weaknesses that pose a limitation to its wide spread use. The limitations are in terms of single cycle studies lacking the power to unearth deep insights, to adequately understand a rapidly evolving field, and issues of generalizability and validity. Hence for the generalizability, validity, and usefulness of the method, we suggest three mechanisms to extend and enhance the Netnographic approach namely: longitudinal, iterations, and convergence. We adapted and extended the traditional Netnographic approach with a few more steps that fulfill the requirements and address the weaknesses. We have applied this approach to a longitudinal multi-year multi-iteration study

Multi-Methodological Approaches in Design Science: A Review, Proposal and Application

Multi-methodological research approaches have been strongly recommended for adoption to guide information systems (IS) research and deal with the complexities involved in the research. These research approaches require appropriate mapping and integration of multiple research methodologies. However, this is not an easy task to accomplish due to a series of philosophical, cultural and psychological issues involved. By reviewing and analyzing existing representative multi-methodological design science approaches, we identify that each approach has its own strengths and weaknesses. There is a clear gap between the need of multi-methodological approaches and the support from the existing research frameworks. To address these problems and issues, we propose an integrated multi-methodological research framework, which integrates strengths of the representative multi-methodological approaches and remedies their deficiencies. We demonstrate the application of the proposed framework by applying it to guide a research project in the field of information visualization, and discuss how the framework is deployed to address research problems/issues/ requirements and fulfill research objectives

Key themes and research opportunities in sustainable supply chain management - identification and evaluation

Supply chains play an integral role in today's globalised economy. Hence, in order to truly pursue sustainable business development, the underlying dynamics and influential themes for sustainability in supply chains have to be understood. However, this area remains characterized by limited theoretical knowledge and practical application. A literature review was conducted first in order to gain an overview of available theory and to develop initial categorisations. In the next step, the insights of supply chain and sustainability experts were gathered via an exploratory Delphi study conducted online over three rounds. A set of key themes (planning, execution, coordination, and collaboration) and associated research opportunities (within the categories of governance, risk, compliance, performance management, and the sustainability dimensions) were synthesised and evaluated according to their relative importance based on the experts' opinions. By relating these results to existing literature, this study confirms, questions and extends knowledge on sustainable supply chain management. The identified themes are integral for the management and performance of sustainable supply chains. They provide structure to the field and offer a prioritisation of sustainability initiatives that can be applied prescriptively by the practitioner. The future research opportunities are further enfolded in a categorised research agenda, driving the theoretical as well as practical development of the field

If Only We Knew What We Know Organisational Knowledge Sharing – Concepts and Frameworks

“If only we knew what we know” is a refrain that has echoed across centuries, cultures, organisations and day-to-day affairs. The root cause for this is the lack of a holistic and integrated view on knowledge sharing. Globalisation and the increased speed of operations in the business world have led to dramatic changes in organisational life; the traditional way of working is no longer competitive. One of the critical factors determining the success of an enterprise nowadays is the ability to share knowledge, despite hierarchical structure, geographical barriers, and the age and experience of employees. There has been abundant research into knowledge management and knowledge sharing. However, most of the literature devoted to knowledge sharing has approached the problem from a range of perspectives: strategic, managerial, behavioral, participatory, relational, process, contextual and/or technological. This research reviews knowledge-sharing problems and issues with the purpose of synthesizing a generic structure, gained through reviewing various frameworks, concepts and theories from different disciplines of study. This paper aims to contribute to the knowledge-sharing research field by developing a framework which addresses the above-mentioned problems. In particular, we propose a holistic intra-organisational knowledge sharing framework that integrates strategy, process, structure, systems, people and environment into a cohesive whole. This framework is further enhanced into an inter-organisational one

Supporting Decision Makers in Better Dealing with Interrelaetaed Decissions

Every decision has a different level of influence or impact in the human life. Very often, numerous smaller decisions have to be made before a complex decision can eventually arrive at its best conclusion. Moreover, each decision may have a bearing on other subsequent decisions, and thus requires the decision making process to be structured in such a flexible manner that enables the decisions to be considered and solved differently each time. However, most decision making processes and systems are designed to solve simple and linear problems and are therefore unable to support complex problems which consist of interrelated decisions that span across multiple domains, paradigms, and/or perspectives. Furthermore, the true purpose of decision making is to gain a better understanding of the issues involved behind each decision. To address these problems we first proposed conceptual decision-making and modelling processes, and then developed and implemented a flexible object-oriented decision system framework, architecture, and prototype to support these proposed processes. Through the implementation, we were able to explore and implement some general modelling ideas as well as specific issues such as the integration of models and scenarios of different types, levels of complexity, depths of integrations, and decision maker orientations

Inter-Organizational Information and Middleware System Projects: Success, Failure, Complexity, and Challenges

Managing projects is firmly driven by its business goals. Simplistically, considering a project as success, or failure, depends on it meeting its objectives and requirements within its resources. While traditional projects are well constructed, Information Systems projects tend to be complex and ill-defined. These problems are exacerbated in contexts of Inter-Organizational Information (IOIS) and Middleware Systems (IOMS). Such Inter-Enterprise System projects are likely to face challenges related to the non-homogeneity of project goals across partners, complexity of relationships within and across organizations, geographical dispersion, legal differences across boundaries, etc. In this paper we explore various approaches identifying outcomes of IS projects: Rational, Narrative, Organizational, and Performative. Furthermore, we identify the complexity and particular challenges of IOIS and IOMS projects and how such approaches towards identifying project success and/or failure are applicable or inapplicable. We conclude with a call for more research to be conducted in this nascent but vital area

Introduction to Decision Making in Online Social Networks Minitrack

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