Tanju Deveci, Glenda Elgamal, David Dalton and Donald John Langille
This study investigated the effects of an intercultural communication (IC) course on Emirati university students' intercultural sensitivity (IS).
Abstract
Purpose
This study investigated the effects of an intercultural communication (IC) course on Emirati university students' intercultural sensitivity (IS).
Design/methodology/approach
The participants were 89 Emirati students. The course required student involvement in a variety of tasks and activities, both inside and outside the classroom. The development of the students' IS was tracked using two instruments: the Intercultural Sensitivity Scale (ISS) and a reflective writing task.
Findings
The difference between the students' overall pre-test and post-test scores was at a statistically significant level. The data from the reflective writing papers showed that the course developed the students' IS with a particular effect on their awareness of other cultures, barriers to effective communication and self-confidence.
Originality/value
In an increasingly globalized world, the findings of this study highlight the importance of a course designed to enhance university students' IS and therefore intercultural competence. They also indicate the need for more experiential learning to bridge in-class and out-of-class experiences which facilitate the development of students' intercultural competence.
Details
Keywords
Dan R. Dalton and Catherine M. Dalton
Looks at attempts to avoid Sarbanes‐Oxley guidelines over past few years. It has been widely reported, for example, that the number of public companies announcing their intention…
Abstract
Purpose
Looks at attempts to avoid Sarbanes‐Oxley guidelines over past few years. It has been widely reported, for example, that the number of public companies announcing their intention to privatize has increased 30 percent since the enactment of SOX. Some other companies will elect not to seek initial public offerings but will remain private enterprises.
Findings
Private firms have so far avoided such Sarbanes‐Oxley regulations changes. Pressure is mounting, however, to ensure that whether public or private, firms operate in compliance with SOX. Some states are considering Sarbanes‐Oxley‐like legislation.
Practical implications
Provides managers with information on progress toward applying Sarbanes‐Oxley guidelines to private corporations.
Originality/value
Of particular value to CEOs and other board members.
Details
Keywords
Dan R. Dalton and Catherine M. Dalton
The purpose of the paper is to look at CEO succession in light of regulations and post‐Sarbanes‐Oxley (post‐SOX) dynamics.
Abstract
Purpose
The purpose of the paper is to look at CEO succession in light of regulations and post‐Sarbanes‐Oxley (post‐SOX) dynamics.
Design/methodology/approach
Describes best‐in‐class practices for boards of directors responsible for CEO succession.
Findings
Finds that the post‐SOX dynamics promise to even further confound boards of directors' responsibilities for succession planning and execution.
Originality/value
Provides some practical guidelines that may facilitate CEO succession in the challenging post‐SOX business environment.
Details
Keywords
Catherine M. Dalton and Dan R. Dalton
Looks at group decision making by Boards and impact of diversity on effectiveness.
Abstract
Purpose
Looks at group decision making by Boards and impact of diversity on effectiveness.
Findings
Extensive research fails to demonstrate the superiority of the separate board leadership structure. Other factors supersede the need for independence where board leadership is concerned. There is no substitute for a single strong leader who is accountable.
Practical implications
Provides executives with information on important factors to consider when determining board structure.
Originality/value
Of particular value to CEOs and other board members
Details
Keywords
Dan R. Dalton and Catherine M. Dalton
The paper discusses some finer points on CEO succession.
Abstract
Purpose
The paper discusses some finer points on CEO succession.
Design/methodology/approach
This as a viewpoint paper in which the authors discuss the merits and disadvantages of various approaches to CEO succession
Findings
CEO succession planning is a fundamental element of enterprise risk. A board must have an effective CEO and the board must have a means to replace the CEO. Boards must have succession processes in place for the routine and the unplanned emergency.
Originality/value
It is hoped that the discussion will direct more attention to CEO succession and its challenges.
Details
Keywords
Catherine M. Dalton and Dan R. Dalton
Examines new SEC guidelines for the reporting of “Executive Compensation and Related Party Disclosure”.
Abstract
Purpose
Examines new SEC guidelines for the reporting of “Executive Compensation and Related Party Disclosure”.
Design/methodology/approach
The study discusses the new SEC guidelines for the reporting of “Executive Compensation and Related Party Disclosure”.
Findings
The compensation of governance boards should not include contingent arrangements of any sort, certainly including stock options.
Practical implications
Provides executives with information on important factors to consider in compensating board members.
Originality/value
Of particular value to CEOs and other board members.
Details
Keywords
Catherine M. Dalton and Dan R. Dalton
This paper discusses perquisites for executives.
Abstract
Purpose
This paper discusses perquisites for executives.
Design/methodology/approach
This as a viewpoint paper in which the authors discuss perquisites for executives.
Findings
Not only must the amounts of compensation, perquisites in particular, be listed, the Compensation Committee of the Board (or equivalent group) must also provide the rationale for these pay elements and the total package.
Originality/value
Provides a viewpoint on perquisites for executives.
Details
Keywords
Catherine M. Dalton and Dan R. Dalton
This paper looks at the failure of corporate boards to incorporate best practices into their functioning.
Abstract
Purpose
This paper looks at the failure of corporate boards to incorporate best practices into their functioning.
Design/methodology/approach
The study discusses the failure of corporate boards to incorporate best practices into their functioning.
Findings
One answer to the continued failure of corporate governance, albeit not likely the answer, is a misplaced focus on structural aspects of the board of directors at the expense of process issues.
Practical implications
Provides executives with information on important factors to consider in monitoring board performance.
Originality/value
This article is of particular value to CEOs and other board members.
Details
Keywords
Dan R. Dalton and Catherine M. Dalton
Looks at the decision by some public companies to go dark and avoid regulatory requirements.
Abstract
Purpose
Looks at the decision by some public companies to go dark and avoid regulatory requirements.
Findings
To go dark, companies must meet only minimal guidelines. It may be a tempting option in light of Sarbanes Oxley and other regulations and it can save a company the time and money for reporting. But going dark may be a very risky strategy.
Practical implications
Provides executives with information on important factors to consider when considering going dark.
Original/value
Of particular value to CEOs and other board members
Details
Keywords
Dan R. Dalton and Catherine M. Dalton
The paper aims to at CEO succession in light of regulations and post‐SOX dynamics.
Abstract
Purpose
The paper aims to at CEO succession in light of regulations and post‐SOX dynamics.
Design/methodology/approach
The paper examines CEO succession in light of regulations and post‐SOX dynamics.
Findings
It has been increasingly argued that the formal CEO succession process is in disrepair. The post‐SOX dynamics described in previous sections promise to even further confound boards of directors' responsibilities for succession planning and execution.
Practical implications
The paper provides executives with information on issues boards must consider in succession planning.
Originality/value
The paper is of particular value to CEOs and other board members.