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Pereira, R., Boles, J., Vieira, V.A., Johnson-Busbin, J. and Barksdale, H. (2018) Unpacking the Account Executive Performance, Its Antecedents, and Relational Outcomes: An Abstract. In: Krey, N. and Rossi, P., Eds., Boundary Blurred: A Seamless Customer Experience in Virtual and Real Spaces. AMSAC 2018. Developments in Marketing Science: Proceedings of the Academy of Marketing Science, Springer, Cham, 379-380.
https://doi.org/10.1007/978-3-319-99181-8_119

has been cited by the following article:

• TITLE: Appraising the Performance of Chief Executive Officers of Banking Institutions in Auckland

  AUTHORS: Theophilus Azungah, Adombilla Baba Blonch, Joana Rita Tembil

  KEYWORDS: Chief Executive, Performance Appraisal, Bank, Board of Directors, Auckland

  JOURNAL NAME: Open Journal of Social Sciences, Vol.7 No.7, July 31, 2019

  ABSTRACT: The financial crunch of 2008/9 occasioning the collapse of companies and financial institutions worldwide, sparked calls for transparency and accountability in the dealings of corporate bodies. It engendered more interests on issues concerning corporate governance among researchers, academicians and practitioners. It is worth noting that Chief Executive Officers (CEOs) are usually appointed and entrusted with the responsibility of managing corporate affairs on behalf of shareholders. Dual interests consequently emerge following the appointment of a CEO comprising the interest of shareholders and that of the CEO with a probability that the self-interests of CEO might run counter to the general interest of shareholders. As a result, many firms are actively incorporating into their corporate governance provisions, strategies to control executives’ performance. A strategic tool used in influencing the performance of chief executives towards the desired goals of an organisation is performance appraisal, yet there is little consideration for executive appraisal in the academic literature. This study seeks to complement the dearth of scholarly conversation on executive appraisal using a qualitative single case study approach drawing on an interview with a Chief Executive Officer of an international bank based in New Zealand. Employing stakeholder theory as a theoretical lens, the findings suggest that appraising CEOs can be instrumental in building good relationships, sustain organisation’s performance and enhance their career advancement.