The Experts below are selected from a list of 12357 Experts worldwide ranked by ideXlab platform
Yoon Jik Cho - One of the best experts on this subject based on the ideXlab platform.
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the influence of Executive Selection factors on the performance of public sector organizations in korea
Public Performance & Management Review, 2014Co-Authors: Sanghee Park, Yoon Jik ChoAbstract:This research explores the determinants of organizational performance, focusing on Executive Selection factors. Despite the growth of public sector organizations in various policy fields, there have been few empirical studies of the relationship between Executive Selection and performance. Using the panel data from 1999 to 2007 of 13 quasi-governmental Korean organizations classified as government corporations, this research examines how politicization of boards, chief Executive succession, and insider/outsider origin of chief Executives affect organizational performance as measured by two indicators, the Performance Evaluation Index (PEI) and the Consumer Satisfaction Index (CSI). The results demonstrate that board politicization and chief Executive succession have a significantly positive effect on the PEI, whereas the CSI is largely determined by contextual factors, such as presidential change and unemployment rate. Financial support from the government shows consistent influence on both performance in...
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The Influence of Executive Selection Factors on the Performance of Public Sector Organizations in Korea
Public Performance & Management Review, 2014Co-Authors: Sanghee Park, Yoon Jik ChoAbstract:This research explores the determinants of organizational performance, focusing on Executive Selection factors. Although we have observed the growth of public sector organizations in various policy fields, empirical studies examining the relationship between Executive Selection and performance remain largely underdeveloped. Using the panel data of 13 quasi-government organizations classified as government corporations in Korea between 1999 and 2007, this research seeks to fill the gap by examining how the Executive Selection factors, including the politicization of boards, chief Executive succession, and insider/outsider origin of chief Executives, affect organizational performance measured by two indicators: the performance evaluation index (PEI) and consumer satisfaction index (CSI). The results demonstrate that politicization of boards and chief Executive successions have a significantly positive effect on the PEI, whereas the CSI was largely determined by contextual factors such as presidential change and unemployment rate. Financial support from the government shows consistent influence on both performance indicators.
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the influence of Executive Selection factors on performance of public sector organizations in korea
2013Co-Authors: Sanghee Park, Yoon Jik ChoAbstract:This research explores the determinants of organizational performance, focusing on Executive Selection factors. Although we have observed the growth of public sector organizations in various policy fields, empirical studies examining the relationship between Executive Selection and performance remain largely underdeveloped. Using the panel data of 13 quasi-government organizations classified as government corporations in Korea between 1999 and 2007, this research seeks to fill the gap by examining how the Executive Selection factors, including the politicization of boards, chief Executive succession, and insider/outsider origin of chief Executives, affect organizational performance measured by two indicators: the performance evaluation index (PEI) and consumer satisfaction index (CSI). The results demonstrate that politicization of boards and chief Executive successions have a significantly positive effect on the PEI, whereas the CSI was largely determined by contextual factors such as presidential change and unemployment rate. Financial support from the government shows consistent influence on both performance indicators.
George P. Hollenbeck - One of the best experts on this subject based on the ideXlab platform.
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Executive Selection response to commentaries
Industrial and Organizational Psychology, 2009Co-Authors: George P. HollenbeckAbstract:My goal was to generate both heat and light in Executive Selection. Each of the commentaries adds some light to the context of Executive Selection as well as new issues, but none were very heated concerning my “rights and wrongs.” I was surprised that no one addressed the central issues of character (although Smith & Howard strike a glancing blow) or the many paths to success in Executive jobs; but either of those could be articles in themselves. We have begun a discussion–let the games begin!
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Executive Selection what s right and what s wrong
Industrial and Organizational Psychology, 2009Co-Authors: George P. HollenbeckAbstract:Although recent reviews of Executive Selection have catalogued much that we as industrial–organizational (I–O) psychologists are doing right in our research and practice, we are confronted with the facts that Executive Selection decisions are often, if not usually, wrong and that I–O psychologists seldom have a place at the table when these decisions are made. This article suggests that in our thinking we have failed to differentiate Executive Selection from Selection at lower levels and that we have applied the wrong models. Our hope for the future lies not in job analyses, developing new tests, meta-analyses, or seeking psychometric validity, but in viewing Executive Selection as a judgment and decision-making problem. With the right focus, applying our considerable methodological skills should enable us to contribute toward making better judgments. When we have a better mousetrap, organizations (if not the world) will beat a path to our door.
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Executive Selection — Response to Commentaries
Industrial and Organizational Psychology, 2009Co-Authors: George P. HollenbeckAbstract:My goal was to generate both heat and light in Executive Selection. Each of the commentaries adds some light to the context of Executive Selection as well as new issues, but none were very heated concerning my “rights and wrongs.” I was surprised that no one addressed the central issues of character (although Smith & Howard strike a glancing blow) or the many paths to success in Executive jobs; but either of those could be articles in themselves. We have begun a discussion–let the games begin!
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Executive Selection—What's Right … and What's Wrong
Industrial and Organizational Psychology, 2009Co-Authors: George P. HollenbeckAbstract:Although recent reviews of Executive Selection have catalogued much that we as industrial–organizational (I–O) psychologists are doing right in our research and practice, we are confronted with the facts that Executive Selection decisions are often, if not usually, wrong and that I–O psychologists seldom have a place at the table when these decisions are made. This article suggests that in our thinking we have failed to differentiate Executive Selection from Selection at lower levels and that we have applied the wrong models. Our hope for the future lies not in job analyses, developing new tests, meta-analyses, or seeking psychometric validity, but in viewing Executive Selection as a judgment and decision-making problem. With the right focus, applying our considerable methodological skills should enable us to contribute toward making better judgments. When we have a better mousetrap, organizations (if not the world) will beat a path to our door.
Sanghee Park - One of the best experts on this subject based on the ideXlab platform.
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the influence of Executive Selection factors on the performance of public sector organizations in korea
Public Performance & Management Review, 2014Co-Authors: Sanghee Park, Yoon Jik ChoAbstract:This research explores the determinants of organizational performance, focusing on Executive Selection factors. Despite the growth of public sector organizations in various policy fields, there have been few empirical studies of the relationship between Executive Selection and performance. Using the panel data from 1999 to 2007 of 13 quasi-governmental Korean organizations classified as government corporations, this research examines how politicization of boards, chief Executive succession, and insider/outsider origin of chief Executives affect organizational performance as measured by two indicators, the Performance Evaluation Index (PEI) and the Consumer Satisfaction Index (CSI). The results demonstrate that board politicization and chief Executive succession have a significantly positive effect on the PEI, whereas the CSI is largely determined by contextual factors, such as presidential change and unemployment rate. Financial support from the government shows consistent influence on both performance in...
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The Influence of Executive Selection Factors on the Performance of Public Sector Organizations in Korea
Public Performance & Management Review, 2014Co-Authors: Sanghee Park, Yoon Jik ChoAbstract:This research explores the determinants of organizational performance, focusing on Executive Selection factors. Although we have observed the growth of public sector organizations in various policy fields, empirical studies examining the relationship between Executive Selection and performance remain largely underdeveloped. Using the panel data of 13 quasi-government organizations classified as government corporations in Korea between 1999 and 2007, this research seeks to fill the gap by examining how the Executive Selection factors, including the politicization of boards, chief Executive succession, and insider/outsider origin of chief Executives, affect organizational performance measured by two indicators: the performance evaluation index (PEI) and consumer satisfaction index (CSI). The results demonstrate that politicization of boards and chief Executive successions have a significantly positive effect on the PEI, whereas the CSI was largely determined by contextual factors such as presidential change and unemployment rate. Financial support from the government shows consistent influence on both performance indicators.
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the influence of Executive Selection factors on performance of public sector organizations in korea
2013Co-Authors: Sanghee Park, Yoon Jik ChoAbstract:This research explores the determinants of organizational performance, focusing on Executive Selection factors. Although we have observed the growth of public sector organizations in various policy fields, empirical studies examining the relationship between Executive Selection and performance remain largely underdeveloped. Using the panel data of 13 quasi-government organizations classified as government corporations in Korea between 1999 and 2007, this research seeks to fill the gap by examining how the Executive Selection factors, including the politicization of boards, chief Executive succession, and insider/outsider origin of chief Executives, affect organizational performance measured by two indicators: the performance evaluation index (PEI) and consumer satisfaction index (CSI). The results demonstrate that politicization of boards and chief Executive successions have a significantly positive effect on the PEI, whereas the CSI was largely determined by contextual factors such as presidential change and unemployment rate. Financial support from the government shows consistent influence on both performance indicators.
Sam A. Deadwyler - One of the best experts on this subject based on the ideXlab platform.
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Prefrontal cortical microcircuits bind perception to Executive control
Scientific Reports, 2013Co-Authors: Ioan Opris, Lucas Santos, Greg A. Gerhardt, Dong Song, Theodore W. Berger, Robert E. Hampson, Sam A. DeadwylerAbstract:During the perception-to-action cycle, our cerebral cortex mediates the interactions between the environment and the perceptual-Executive systems of the brain. At the top of the Executive hierarchy, prefrontal cortical microcircuits are assumed to bind perceptual and Executive control information to guide goal-driven behavior. Here, we tested this hypothesis by comparing simultaneously recorded neuron firing in prefrontal cortical layers and the caudate-putamen of rhesus monkeys, trained in a spatial-versus-object, rule-based match-to-sample task. We found that during the perception and Executive Selection phases, cell firing in the localized prefrontal layers and caudate-putamen region exhibited similar location preferences on spatial-trials, but less on object- trials. Then, we facilitated the perceptual-Executive circuit by stimulating the prefrontal infra-granular-layers with patterns previously derived from supra-granular-layers and produced stimulation-induced spatial preference in percent correct performance on spatial trials, similar to neural tuning. These results show that inter-laminar prefrontal microcircuits play causal roles to the perception-to-action cycle.
Ioan Opris - One of the best experts on this subject based on the ideXlab platform.
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Prefrontal Cortical Microcircuits for Executive Control of Behavior
Recent Advances on the Modular Organization of the Cortex, 2015Co-Authors: Ioan Opris, Ioana Laura Popa, Manuel F. CasanovaAbstract:During the perception-to-action cycle, our cerebral cortex mediates the interactions between the environment and the perceptual-Executive systems of the brain. At the top of the Executive hierarchy, prefrontal cortical microcircuits are assumed to bind perceptual and Executive control information to guide goal-driven behavior. Here, we discuss new results that show the involvement of prefrontal cortical inter-laminar microcircuits in the Executive control of behavior. Recent results show that during perception and Executive Selection phases, cell firing in the localized prefrontal layers and caudate-putamen region exhibited a similar location preference on spatial-trials, but less on object- trials. When the perceptual-Executive microcircuit became facilitated by electrically micro-stimulating the prefrontal infra-granular-cell layers with signal patterns previously derived from neuron firing in the supra-granular-layers, it was shown to produce stimulation-induced spatial preference (similar to neural tuning) in the percent correct performance only during spatial trials. These results suggested that inter-laminar prefrontal microcircuits play causal roles to the Executive control of behavior across the perception-to-action cycle.
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Prefrontal cortical microcircuits bind perception to Executive control
Scientific Reports, 2013Co-Authors: Ioan Opris, Lucas Santos, Greg A. Gerhardt, Dong Song, Theodore W. Berger, Robert E. Hampson, Sam A. DeadwylerAbstract:During the perception-to-action cycle, our cerebral cortex mediates the interactions between the environment and the perceptual-Executive systems of the brain. At the top of the Executive hierarchy, prefrontal cortical microcircuits are assumed to bind perceptual and Executive control information to guide goal-driven behavior. Here, we tested this hypothesis by comparing simultaneously recorded neuron firing in prefrontal cortical layers and the caudate-putamen of rhesus monkeys, trained in a spatial-versus-object, rule-based match-to-sample task. We found that during the perception and Executive Selection phases, cell firing in the localized prefrontal layers and caudate-putamen region exhibited similar location preferences on spatial-trials, but less on object- trials. Then, we facilitated the perceptual-Executive circuit by stimulating the prefrontal infra-granular-layers with patterns previously derived from supra-granular-layers and produced stimulation-induced spatial preference in percent correct performance on spatial trials, similar to neural tuning. These results show that inter-laminar prefrontal microcircuits play causal roles to the perception-to-action cycle.