... the small sample size and the fact that the study was restricted to Australia and therefore this study's conclusions may not be transferable to other countries. Practical implications Practitioners, especially senior managers and training and development specialists, may better identify ways...

... to seven years. This suggests that these transactions create conditions that affect the stability of target company top management teams for seven or more years – both incumbent and new‐hire executives. © Emerald Group Publishing Limited 2009 Acquisitions and mergers Senior management Team...

... of cross‐border acquisitions, as European and Japanese firms made acquisitions in the United States, while USA and Japanese firms began investing heavily in Europe to take advantage of European integration. Acquisitions and mergers Senior management Leadership In 2003, Harvard Business...

... 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. © Emerald Group Publishing Limited 2007 Senior...

... communicate with designers. © Emerald Group Publishing Limited 2007 Design Business development Conflict Senior management Conflict management Designers make executives nervous by combining what appears to be a lack of interest in rigorous, quantitative analysis...

.... Supervisors near the sources of problems may be reluctant to pass along information that makes them look bad and, therefore, they may “sugar coat” problems or even hide them completely. As a result, senior managers often receive heavily distorted information or even wrong information about the causes...

... in organizations. The paper should be of value to practicing executives, as well as researchers interested in corporate mistakes and failures. Senior management Management failures 1. If you know the “who, what, and how” [1] , you know strategy. Who are you selling to? (People who value ease...