Dysfunctional executive behavior: What can organizations do?
AbstractMuch has been made of dysfunctional executive behavior in recent years. As such, the purpose of this article is to assist organizations in the design of executive work. To better construct a work environment that diminishes self-serving and unethical behavior, we propose that organizations structure an executive's work around three factors: the accountability environment, managerial discretion, and relationship composition. These factors are used to describe how organizations can better design executives' work so as to promote more desirable executive behavior. We describe how these factors should be calibrated, as well as how they affect each other.
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Bibliographic InfoArticle provided by Elsevier in its journal Business Horizons.
Volume (Year): 53 (2010)
Issue (Month): 6 (November)
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Web page: http://www.elsevier.com/locate/bushor
CEO dysfunctional behavior Work design Job design Accountability Discretion Work relationships Executive governance;
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- Perryman, Alexa A. & Butler, Frank C. & Martin, John A. & Ferris, Gerald R., 2010. "When the CEO is ill: Keeping quiet or going public?," Business Horizons, Elsevier, vol. 53(1), pages 21-29, January.
- Fama, Eugene F & Jensen, Michael C, 1983. "Separation of Ownership and Control," Journal of Law and Economics, University of Chicago Press, vol. 26(2), pages 301-25, June.
- Hall, Angela T. & Bowen, Michael G. & Ferris, Gerald R. & Royle, M. Todd & Fitzgibbons, Dale E., 2007. "The accountability lens: A new way to view management issues," Business Horizons, Elsevier, vol. 50(5), pages 405-413.
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