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A Study of CFO and CEO Attributes : = Cash and Operating Cycles as Determinant Measures of Success and Effect of C-Suite Members' Social Network Capital on Tail Risk.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A Study of CFO and CEO Attributes :/
其他題名:	Cash and Operating Cycles as Determinant Measures of Success and Effect of C-Suite Members' Social Network Capital on Tail Risk.
作者:	Fairfield, Amy.
面頁冊數:	1 online resource (116 pages)
附註:	Source: Dissertations Abstracts International, Volume: 82-08, Section: B.
Contained By:	Dissertations Abstracts International82-08B.
標題:	Finance. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28317639click for full text (PQDT)
ISBN:	9798582500308

A Study of CFO and CEO Attributes : = Cash and Operating Cycles as Determinant Measures of Success and Effect of C-Suite Members' Social Network Capital on Tail Risk.
Fairfield, Amy.

A Study of CFO and CEO Attributes :Cash and Operating Cycles as Determinant Measures of Success and Effect of C-Suite Members' Social Network Capital on Tail Risk. - 1 online resource (116 pages)

Source: Dissertations Abstracts International, Volume: 82-08, Section: B.

Thesis (D.B.A.)--University of Wisconsin - Whitewater, 2020.

Includes bibliographical references

The chief executive officer (CEO) is the face of an organization. Nonetheless, since the Sarbanes-Oxley Act of 2002, the importance of the chief financial officer (CFO) has increased (Alkhafaji, 2007; Schminke, Arnaud, & Keunzi, 2007). The CEO and CFO are the top two executive positions on the top management team (Hambrick & Mason, 1984). Essay 1 examines similar characteristics of the CFO and CEO against various firm performance metrics, with emphasis on cash cycle and operating cycle. The theory of cash management (Gitman, Moses, & White, 1979) emphasizes the importance of cash flow management as a means for a company to maintain its solvency. The performance metrics have not been attributed to any particular characteristics of either the CFO or CEO. This analysis examined which attributes contribute to a CFO or CEO having more influence on firm performance. More CFO characteristics showed significance than CEO characteristics, indicating more firm performance success contributed by the CFO. Essay 2 continues the study of CFOs and CEOs. I analyzed the impact of the CEO's and CFO's social network capital on tail risk. The CEO and CFO are the most dominant members of the top management team, driving organization outcomes by way of strategic initiatives (Amoozegar, Pukthuanthong, & Walker, 2017). Relationships between the CEO, CFO, and a firm's stakeholder groups form to create a social network that can evolve into social capital (Kanihan, Hansen, Blair, Shore, & Myers, 2013; Pappas, Ongena, Izzeldin, & Fuertes, 2017). I tested whether the CEO and CFO, with high social capital, can reduce the probability of the company stock persistently landing in the bottom 10% of yearly returns. Top management team is supported by upper echelons theory (Hambrick & Mason, 1984). Social network is supported by social capital theory (Lin, Burt, & Cook, 2001). Tail risk is supported by the Fisher-Tipper theorem of extreme value theory (Basrak, 2011). Both CFO and CEO total connections were significant for market risk. This result was surprising because it is unusual for CEOs and CFOs to have influence over long-term market effects (French, 20003). Additional research will be needed to explore this phenomenon.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9798582500308Subjects--Topical Terms:

542899
Finance.
Subjects--Index Terms:

Cash cycleIndex Terms--Genre/Form:

542853
Electronic books.

A Study of CFO and CEO Attributes : = Cash and Operating Cycles as Determinant Measures of Success and Effect of C-Suite Members' Social Network Capital on Tail Risk.
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