Mark Kroll

Competitiveness through Management of Diversity: Effects on Stock Price Valuation

This studys premise is that firms that can lower their costs and enhance their differentiation through the effective management of their human resources have a competitive advantage. Using data fr...

Strategic orientations, competitive advantage, and business performance

Abstract Internally oriented business units, externally oriented business units, and businesses with dual emphasis (which are internally and externally oriented) are analyzed with respect to their performance. The results of the empirical investigation reveal that the internally oriented and the externally oriented businesses have not achieved competitive advantage and are underperformers. The results also portray that the businesses with dual emphasis have achieved competitive advantage and perform well.

The Contribution of Product Quality to Competitive Advantage: Impacts on Systematic Variance and Unexplained Variance in Returns

In our study, we argue that product quality may enhance competitive advantage, leading to increased returns but a reduction in variance in returns. More specifically, based on our analyses of strategy-related theories, we propose a model in which a positive relationship is predicted between relative product quality and relative market share and between relative product quality and returns. An inverse association is predicted between quality and both systematic variance and unexplained variance in returns. Finally, relative product quality is expected to indirectly lower the variance in returns but enhance returns through the link between product quality, market share, and direct costs. Our findings are generally supportive of the model’s stipulations. Copyright

Determinants of chief executive officer compensation following major acquisitions

Abstract This study sought to determine whether major increases in firm size, achieved through acquisitions, result in greater chief executive officer (CEO) compensation, given manager versus owner control. A second issue addressed is whether the type of firm—single industry or multiple industry—plays a role in the linkage between acquisition activity and additional compensation. Other variables included in the analysis were CEO tenure and profitability. Annual observations from 1979 through 1986 of 50 firms that had engaged in acquisition activity form the basis of the study. Findings reveal that acquisitions, after allowing 1 year for the full impact of the merger to be felt, led to significant increases in CEO compensation for both owner- and manager-controlled firms. Also, it was found that manager-controlled firms gave their CEOs further rewards for additional years on the job, regardless of performance, while owner-controlled firms were found to reward more on the basis of performance.

Whose interests do hired top managers pursue? An examination of select mutual and stock life insurers

Abstract In this article theoretical and empirical explorations that have addressed the question, Whose interests do top managers pursue? are synthesized and grouped under two categories. Based on the review of the literature, three propositions are tested on two groups of organizations—mutual insurers and stock insurers. The results of the study lend support the premise that top executives do not necessarily act in the best interests of owners.

Strategic Profiles and Performance: An Empirical Test of Select Key Propositions

Competing theories on internal orientation versus external orientation are examined. The relevant theories are amalgamated and condensed into a number of competing propositions that are empirically tested. The findings suggest that the internally oriented businesses as well as the externally oriented businesses underperform the efficient, marketing oriented businesses.