Jonathan G. Cedarbaum, Benjamin A. Powell, D. Reed Freeman, Leah Schloss and Reed Abrahamson
To analyze the cybersecurity regulations for financial institutions issued by the New York State Department of Financial Services on February 16, 2017.
Abstract
Purpose
To analyze the cybersecurity regulations for financial institutions issued by the New York State Department of Financial Services on February 16, 2017.
Design/methodology/approach
This article summarizes the regulations’ scope and requirements including definition of Covered Entities and substantive requirements including periodic Risk Assessments, cyber policies, dedicated and trained personnel, testing, audit trails, control over Third Party Service Providers, authentication, secure disposal, encryption, and incident reporting.
Findings
The regulations go beyond federal requirements in a number of important respects.
Originality/value
This article provides a guide for regulated entities to start preparing for compliance with the new regulations from experienced lawyers with specialties in cybersecurity, privacy and communications.
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Guoli Chen and Craig Crossland
Financial analysts act as crucial conduits of information between firms and stakeholders. However, comparatively little is known about how these information intermediaries…
Abstract
Financial analysts act as crucial conduits of information between firms and stakeholders. However, comparatively little is known about how these information intermediaries evaluate the believability and importance of corporate disclosures. We argue that a firm’s level of managerial discretion, or latitude of executive action, acts as a cue for financial analysts, which helps them interpret and respond to voluntary management earnings forecasts. Our study provides strong, robust evidence that financial analysts find management forecasts significantly less believable in low-discretion than in high-discretion environments, and therefore tend to be much less responsive to these forecasts. We also show that managerial discretion is especially impactful on analysts’ responses in those circumstances where analysts are typically most uncertain about how to interpret management forecasts.
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Moustafa Salman Haj Youssef and Da Teng
The purpose of this study is to refute the work of Andersen (2017) by suggesting a different theoretical view and to argue that the concept of managerial discretion is one of the…
Abstract
Purpose
The purpose of this study is to refute the work of Andersen (2017) by suggesting a different theoretical view and to argue that the concept of managerial discretion is one of the core dimensions that cannot be discarded when studying corporate governance.
Design/methodology/approach
This paper uses theoretical frameworks from recent literature, definitions and empirical studies on the concept of managerial discretion and corporate governance.
Findings
Several studies have empirically tested and measured the concept of managerial discretion, some have provided validity and reliability of the concept and others have showed the direct impact of discretion on firm performance.
Practical implications
Research on managerial discretion provides owners and board of directors a clear advice on how much discretion can be granted to top executives by taking into consideration the different dimensions of the external and internal environment.
Originality/value
This paper concludes that corporate governance research will not improve if it abandons the concept of managerial discretion.
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MIKE BRESNEN and NICK MARSHALL
Recent interest in the UK construction sector in innovative management practices such as partnering, continuous improvement and benchmarking have raised long‐standing questions…
Abstract
Recent interest in the UK construction sector in innovative management practices such as partnering, continuous improvement and benchmarking have raised long‐standing questions about the transferability of new management ideas from other industrial sectors into construction. Informed in part by the author's own research into partnering in the UK, this paper sets out to explore the problems of transferring and applying new management ideas to the construction industry. However, rather than simply restricting the discussion to the perennial (and perhaps unanswerable) question of whether or not the construction industry actually is different, this paper goes much further by examining the nature of knowledge diffusion and application processes. Three main themes are highlighted and their implications assessed. First, the many inherent problems and limitations associated with relying on models of ‘best practice’ drawn from other industrial sectors. Second, the highly socialized and politicized nature of supposedly rational processes of knowledge diffusion and implementation. Third, the impact that institutional factors have on the diffusion and application of knowledge via the creation of particular industry agendas and frames of reference.
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Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce �…
Abstract
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
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Janet H. Marler, Felippe Cronemberger and Carson Tao
In this chapter, we apply diffusion of innovation theory and the theory of management fashion to examine the diffusion trajectory of human resource (HR) analytics in a U.S…
Abstract
Purpose
In this chapter, we apply diffusion of innovation theory and the theory of management fashion to examine the diffusion trajectory of human resource (HR) analytics in a U.S. context. We focus on the role mass media plays in influencing the diffusion process and address two research questions. First, does the mass media on HR analytics make observable the positive outcomes of HR analytics and is this related to increasing HR analytics adoption over time? Second, does the mass media on HR analytics show evidence of management trendsetting rhetoric?
Methodology/approach
We analyze published popular trade, business press, and peer-reviewed academic articles over a decade using a big data discourse analytical technique, natural language processing.
Findings
We find preliminary evidence that suggests that although the media has broadcasted positive outcomes of HR analytics, adoption has tailed off. In concert with the tailing off of HR analytic adoptions, the media appears to be recasting HR analytics as solving newer problems such as managing talent. Whether this shift makes a difference has yet to be determined.
Practical implications
Business press appears to influence the adoption process, both by broadcasting positive outcomes and through creating management fashion trendsetting rhetoric.
Social implications
To promote the use of HR analytics, academic institutions and the HR profession need to train HR professionals in the use and benefits of HR analytics.
Originality/value
We lay the groundwork to improve our understanding of the role media plays in influencing how new HRM practices spread across organizations. We introduce the application of an emerging big data analytic technique, natural language processing, to analyze published media on HR analytics.
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This paper aims to demonstrate the efforts of Hay Youssef and Tang (2019) to reaffirm the importance of managerial discretion is unsuccessful.
Abstract
Purpose
This paper aims to demonstrate the efforts of Hay Youssef and Tang (2019) to reaffirm the importance of managerial discretion is unsuccessful.
Design/methodology/approach
Theoretical frameworks from traditional and recent literature on the concept of managerial discretion are related to corporate governance scholarship.
Findings
There are in fact no studies on managerial discretion based on explicit theoretical and empirical definitions and thus no studies published which have measured the degrees of managers’ discretion. The conclusion is that the inability to define the notion of managerial discretion is tantamount to the inability to research it.
Practical implications
Research on managerial discretion does not provide any advice to owners and directors of boards on granting top executives a high or a low degree of discretion.
Originality/value
This paper reaffirms the conclusion of Andersen (2017) that corporate governance scholarship will improve if it abandons the concept of managerial discretion.
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Wil liam Drago, James W. Peltier, Amanda Hay and Myra Hodgkinson
There continues to be a perception that online education is inferior to traditional education. In the U.S. online learning is more developed than in the U.K. This paper provides…
Abstract
There continues to be a perception that online education is inferior to traditional education. In the U.S. online learning is more developed than in the U.K. This paper provides insights into a U.S. provision and takes a close look at what are per ceived as weak nesses of on line learn ing and ar gues that these are not necessarily inherent weaknesses of this form of educational delivery. Then, results of two major studies, undertaken in the U.S. are provided comparing the effectiveness of online education to traditional education as perceived by current MBA students and past graduates. Results of these studies suggest that students of MBA modules and MBA graduates perceive the quality and effectiveness of online education to be similar to, if not higher than, the quality and effectiveness of traditional modules and programmes.