G. Tyge Payne (Texas Tech University), George S. Benson (University of Texas), and David L. Finegold (Rutgers University) discuss how researchers have recently begun to integrate the literature on corporate boards with that of team effectiveness in an effort to understand how boards function and impact company performance.
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Extra-Role Behaviors Among Temporary Workers: How Firms Create Relational Wealth
Elizabeth George (Hong Kong University of Science and Technology), Alec R. Levenson (CEO), David Finegold (Rutgers University), and Prithviraj Chattopadhyay (Hong Kong University of Science and Technology) examine temporary workers’ differential extra-role behaviors (ERBs) towards their client and employer.
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CEO Compensation: What Board Members Think
Edward E. Lawler III (CEO) and David Finegold (Rutgers University)
Survey data were gathered from 660 board members of the largest publicly traded corporations. They think that CEO compensation is too high in many corporations.
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Who’s in the Boardroom and Does It Matter: The Impact of Having Non-Director Executives Attend Board Meetings
The present study by Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) looks at the impact of having key senior executives attend board meetings even though they are not on the board.
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Corporate Governance and Job Creation: Changes in U.S. Boardrooms After Sarbanes Oxley
This chapter by David Finegold (Keck Graduate Institute) and Edward E. Lawler III (CEO) provides an overview of how the Boards of U.S. public corporations operate today and are changing in light of new legislation, regulations, and guidelines.
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Training Without Jobs: Access to and Outcomes of Training for Temporary Workers
Alec R. Levenson (CEO), David Finegold (Keck Graduate Institute), and Mark Van Buren (Learning & Development Roundtable) ask the question, “Does temporary work provide a way for individuals to improve their skill levels?”
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How Corporate Boards are Changing
Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) state that over the past four years, corporate boards in the U.S. have been under increasing pressure. Stimulated by high-profile scandals, investor dissatisfaction with board performance and questions about the level of executive compensation, regulators have introduced significant reforms in the rules governing boards.
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Are Independent Directors the Answer?
A recent survey Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) conducted with Mercer Delta of directors in Fortune 1000 companies found that board members themselves feel that of all the proposed board reforms, having boards and audit committees made up of independent directors are by far the most likely to have a positive impact on boards.
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Designing the Knowledge Enterprise: Beyond Programs and Tools
S. Mohrman, D. Finegold, and J. Klein find that how effectively firms generate, leverage, and apply knowledge is a function of four work behaviors: focusing on system performance rather than on narrow technical outcomes; following systematic processes; sharing knowledge, and trying new approaches.
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Harvesting What They Grow: Can Firms Get a Return on Investments in General Skills?
D. Finegold, G. Benson, and S. Mohrman explain that economic theory predicts that firms will not invest in developing employees’ general skills because unlike investments in physical capital, this human capital can walk out the door at any time. Companies, however, are spending billions of dollars each year on general education and training programs.
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A Temporary Route to Advancement? The Career Opportunities for Low-Skilled Workers in Temporary Employment
D. Finegold, A. Levenson, and M. Van Buren explain that the rapid growth of the temporary staffing industry in the 1990s poses a paradox to researchers interested in the labor market for low-skilled workers.
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The Employment Outcomes and Advancement of Temporary Workers
Alec Levenson and David Finegold discuss how most research on temporary jobs focuses either on companies’ motivations for using temps or point-in-time comparisons of temp and non-temp jobs. Both types of approach seek to shed insights into the opportunities available to those who work as temps.
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