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We investigate the relationship between chief executive officer (CEO) compensation and a firm's financial performance in the insurance industry to determine CEO pay policies that are more effective in promoting specific financial corporate goals.

Considering different components of executive pay, we investigate the latter’s relationship with the corporate performance of the insurance industry using the generalized method of moments (GMM) model developed for dynamic panel estimation. Our data encompasses the periods before and after the 2008 financial crisis.

We observe that after the crisis the insurance industry experienced a major change in executives’ compensation packages. While CEOs’ compensation was primarily based on bonuses pre-crisis, the average size of the bonus was reduced to one-third of the level, stock awards and nonequity incentives were doubled and option awards increased almost 70 percent in the post-crisis period. It is also evident that the work experience of CEOs and the firm's financial performance play a significant role in determining CEO compensation. As the CEO becomes more experienced, stock awards and option awards replace cash bonus.

The paper finds supporting evidence for the agency-related problem in the insurance industry and the convergence of interest hypothesis, suggesting that a firm's market valuation rises as its managers own an increasingly large portion of the firm. To align the interest of owners with that of management, managers should be converted into owners via stock ownership. The paper addresses a topical issue regarding pay and performance and the effect of the financial crisis in the insurance industry.

The interim performance of the six‐year‐old Caribbean Basin Initiative (CBI) has been mixed. Export performance has been especially strong in agribusiness, chemicals and high technology components; and success stories abound in other product areas as well. However, legislative exclusions and quotas on major high volume, competitive products such as textiles and shoes; inadequate local infrastructure, such as roads, ports and transportation carriers; poor knowledge of export opportunities; and the lack of an export “consciousness” among government and producers have impeded the ability of beneficiary countries to attain significant and far‐reaching benefits. At present, countries are begining to adjust to the CBI and remove, in part, the deficiencies cited. Additionally, revised legislation to broaden product coverage, liberalise access, and extend the time‐frame of the CBI is under consideration, and medium‐sized foreign firms are increasing their activity in the region in the areas of trading, licensing and investment.

The purpose of this study is to examine the degree to which differences and similarities exist between female and male business professionals.

A total of 1,164 students from three English‐speaking countries completed a 75‐item multi‐dimensional tool that consists of 17 empirically independent work preference constructs associated with psychological learning styles, work values, work interests, and personality temperament.

There are few notable or significant differences between the work preferences of female and male business professionals within each country. Differences between the work preferences of female and male business professionals are not consistent from nation to nation.

Additional research on gender differences of work preferences needs to include larger samples of college students majoring in non‐business subjects as well as working adults drawn from related occupational fields.

Managers need to understand that biological sex may be irrelevant when it comes to the selection, placement, training, development, and appraisal of employees.

Contrary to prior research, the results refute the existence of work‐related differences between females and males.

The purpose of this study is to provide an integrated framework that conceptualizes multifaceted antecedents pertaining to international expansion of emerging market businesses in relation to firm performance. This paper develops multiple-item measures of multiple dimensions to clarify ownership structure and three diversification strategy relationships to performance. We test how ownership structure and diversification strategy affect emerging market multinational enterprises’ financial performance. The result shows that the relationship between ownership structure and firm performance is a nonlinear relationship (S shape). We also found that excessive international diversification, product diversification, and geographic scope of the expansion process negatively moderate the impact of Asia Pacific multinational enterprises’ performance.

The purpose of this paper is to provide an integrated framework that conceptualizes multifaceted antecedents pertaining to international expansion of Asian emerging multinational enterprise (MNEs) in relation to firm performance. The author argues that the accelerated process of Asian emerging MNEs internationalization appears to be a historically significant change in the way business is conducted.

The paper tests how internationalization expansion path, geographic scope, industry and firm characteristics affect Asian emerging MNEs performance in a sample of 115 Asian MNEs over the period 2003‐2006.

The results indicate that an emerging MNE's institutional heritage and its own internationalization strategy are likely to create specific preference for operating in differing geographic regions. On the other hand, the results also indicate that domestic growth rate, global market growth rate and R&D investment influence the degree of internationalization of Asian emerging MNEs.

Future studies may apply time series data and require additional empirical research using samples from other emerging markets such as Eastern European, Russia and South America. Addressing industry‐specific effects, and/or examine the influence of company characteristics would clearly add to this study.

Asian merging MNEs have certain advantages over large developed country's MNEs, including greater flexibility, efficiency, quality and advantage‐seeking behavior, which allow an emerging multinational enterprise MNE to develop capabilities to succeed in the international markets.

The purpose of this paper is to identify and understand the dynamics among perceptual gap of work environment between a supervisor and subordinates; personal psychological capital; self-directed behavior in a non-Western manufacturing work context.

This study investigated 288 dyadic relationships between supervisors and subordinates from 43 technical teams that came from six different large automotive part manufacturing companies in South Korea. Sobel test technique was mainly used to examine the effects of the perceptual difference of work environment.

The results indicated that the supervisor’s perceptual gap of work environment from subordinates had a negative association with their self-directed behavior, B = 0.233, SE = 0.103, p = 0.023. On the other hand, the negative effect of supervisor’s perceptual gap showed the competitive mediation effect through an indirect path to the positive psychological capital (PsyCap), Sobel B = 0.126, SE = 0.061, p = 0.037. This finding showed that providing a high level of autonomous work environment is not sufficient to get employees to show a high level of self-directed behavior if the perceptual gap is not well managed.

Adding to the existing research that studies self-directed behavior or proactive behavior in the Western high-tech or service work context, this study extended our understanding about the impact of the perceptual gap of work environment in the hierarchical and highly standardized non-Western manufacturing context.

Secondary publishers respond to Internet challenge Two services have been launched that aim to combine formal published information with data offered via World Wide Web sites. Engineering Information (Ei) and Cambridge Scientific have employed editors to select sites and to check that they are still current, and are combining them with their own databases.

This paper aims to develop the structure of employer brand and discuss whether employees and employers have the same view on the elements of employer brand.

The employer brand of Taiwan, which includes 5 facets and 20 eight terms, was obtained. Management, welfare, interest and environment are the common facets of employer brand in China and Western countries. In addition, family and atmosphere is an important factor that merges both Western and Eastern job applicants. Its contents emphasize family life, which is only found in applicants from Taiwan and China.

The results showed that enterprises utilize functional factors in order to connect emotions closely and satisfy psychological sustenance, which have true attraction to young Taiwanese applicants and the current workforce of employees.

In general, after 20 years of establishment and empirical research, the achievements are rich and many practical opinions are provided. However, most of the existing literatures come from the researches of Western scholars, and they may be affected by the Western social value. This study has explored the Oriental and Western literatures. In the study field of Taiwan, it is found that employer brand will definitely show different style features due to the cultural difference. Therefore, when an enterprise applies the relevant connotation of the employer brand, it is necessary considering the cultural difference. This shows the importance of cross-cultural study of employer brand recently. At the same time, this also highlights the contribution of this study on theory and practice.