Dysfunctional executive behavior: What can organizations do?
Much 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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- 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.
- 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.
- Vafeas, Nikos, 1999. "Board meeting frequency and firm performance," Journal of Financial Economics, Elsevier, vol. 53(1), pages 113-142, July.
- 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.
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