Articles scientifiques

CEO charisma, compensation and firm performance

H. Tosi, V. Misangyi, D. Waldman, F. Yammarino, A. FANELLI

Leadership Quarterly

juin 2004, vol. 15, n°3, pp.405-420

Départements : Management et Ressources Humaines

We examined the relationships among CEO perceived charisma, CEO compensation packages, and firm performance in a sample of Fortune 500 companies over a 10-year period. CEO charisma ratings obtained from company CFOs and VPs for HRM were directly related to total CEO pay but not to any firm performance measures. CEO perceived charisma also was related to shareholder value, under highly uncertain conditions. In essence, charismatic CEOs seem able to influence their compensation packages and stock prices but not other indicators of firm performance. Implications for future charismatic leadership research and CEO compensation'firm performance work are discussed

Exposure to violent video games increases automatic aggressiveness

E. L. UHLMANN, J. Swanson

Journal of Adolescence

février 2004, vol. 27, n°1, pp.41-52

Départements : Management et Ressources Humaines

The effects of exposure to violent video games on automatic associations with the self were investigated in a sample of 121 students. Playing the violent video game Doom led participants to associate themselves withaggres sive traits and actions on the Implicit Association Test. In addition, self-reported prior exposureto violent video games predicted automatic aggressive self-concept, above and beyond self-reported aggression. Results suggest that playing violent video games can lead to the automatic learning of aggressive self-views.

Femmes et carrières : la question du plafond de verre


Revue Française de Gestion

octobre 2004, n°151

Départements : Management et Ressources Humaines

La integración de los equipos de dirección durante una fusión a través de la cartografía de responsabilidades


Administracion y Organizaciones

décembre 2004, vol. 13, n°7, pp.91-99

Départements : Management et Ressources Humaines

The Technique called “responsability charting”, developed in the US by Thomas Gilmore and Joseph Mc.Cann (cf. Sloan Management Review, Vol. 24,2 winter 1983), has until now been used both to clarify the decision-making process of a company, and to redefine it.However, we have recently used the same technique for negotiations in the context of the merger between two departments of a big French industrial group. The two teams, until then competitors, have thus been enabled to collaborate.The object of the following presentation is to analyze how the technique of responsibility charting has helped the 40 regional managers and managers from headquarters of the company to:- reframe the problems related to the merger as they had posed them;- understand the implications for the business of managerial problems; and- negotiate a durable “modus operandi” permitting the mobilization of their collaborators around the projects of the company.

Magic and irrationality in management: the case of fads


Revista de Ciências da Administraçao

juillet-décembre 2004, vol. 6, n°12

Départements : Management et Ressources Humaines


Département Management et Ressources Humaines

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Management et Ressources Humaines

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