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1.
Mandatory information disclosure regulations seek to create institutional pressure to spur performance improvement. By examining how organizational characteristics moderate establishments' responses to a prominent environmental information disclosure program, we provide among the first empirical evidence characterizing heterogeneous responses by those mandated to disclose information. We find particularly rapid improvement among establishments located close to their headquarters and among establishments with proximate siblings, especially when the proximate siblings are in the same industry. Large establishments improve more slowly than small establishments in sparse regions, but both groups perform similarly in dense regions, suggesting that density mitigates the power of large establishments to resist institutional pressures. Finally, establishments owned by private firms outperform those owned by public firms. We highlight implications for institutional theory, managers, and policymakers. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
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This article combines new and old institutionalism to explain differences in organizational strategies. We propose that differences in the influence of corporate departments lead their facilities to prioritize different external pressures and thus adopt different management practices. Specifically, we argue that external constituents—including customers, regulators, legislators, local communities, and environmental activist organizations—who interact with influential corporate departments are more likely to affect facility managers' decisions. As a result, managers of facilities that are subjected to comparable institutional pressures adopt distinct sets of management practices that appease different external constituents. We test our framework in the context of the adoption of environmental management practices using an original survey and archival data obtained for nearly 500 facilities. We find support for these hypotheses. Copyright © 2008 John Wiley & Sons, Ltd. 相似文献
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利用2009年民营上市公司的数据,从强制性信息披露、自愿性信息披露、信息披露真实性和信息披露及时性等几个方面分析了系族企业与非系族企业信息披露行为的差异。发现其差异主要体现在自愿性信息披露上,系族企业的自愿性信息披露水平明显低于非系族企业的自愿性信息披露水平。另外,对于系族企业来说,两权分离度越大,自愿性信息披露水平越低。这说明系族企业的两权分离度越高,利益侵占情况越严重,终极产权所有者越倾向于对其他投资者隐瞒信息。 相似文献
4.
Within the context of environmental voluntary agreements (VAs), this paper analyzes the determinants of the degree of participation by firms in collective corporate political strategies that aim to shape government policy. We demonstrate that substantive cooperative strategies are more likely to be pursued by firms that enter a VA close to its initiation, while symbolic cooperation is more likely behavior by late joiners. We show that late joiners and early joiners within VAs adopt different cooperative strategies because they face different institutional pressures. Our analysis is based on the strategies of firms participating in the Climate Challenge program (1995–2000) established by the U.S. Department of Energy and representatives of the national electric utilities to reduce greenhouse gas emissions. Our results show that early joiners were subjected to higher levels of political pressure at the state level and were more dependent on local and federal regulatory agencies than late joiners were. Early joiners were also better connected to the trade association and more visible. Late joiners had undertaken significantly less investment in environmental improvements than early joiners. Our paper also illustrates the difficulty involved in using VAs to try to induce improved environmental outcomes when there are no sanctioning mechanisms. Although early entrants reduced their emissions more than nonparticipants, our results show no significant difference overall between participants and nonparticipants in the reduction of their emissions. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献
5.
The challenges associated with climate change will require governments, citizens, and firms to work collaboratively to reduce greenhouse gas emissions, a task that requires information on companies' carbon risks, opportunities, strategies, and emission levels. This paper explores the conditions under which firms participate in this endeavor. Building on theories of how social activists inspire changes in organizational norms, beliefs, and practices, we hypothesize that shareholder actions and regulatory threats are likely to prime firms to adopt practices consistent with the aims of a broader social movement. We find empirical evidence of direct and spillover effects. In the domain of private politics, shareholder resolutions filed against a firm and others in its industry increase a firm's propensity to engage in practices consistent with the aims of the related social movement. Similarly, in the realm of public politics, threats of state regulations targeted at a firm's industry as well as regulations targeted at other industries increase the likelihood that the firm will engage in such practices. These findings extend existing theory by showing that both activist groups and government actors can spur changes in organizational practices, and that challenges mounted against a single firm or a single industry can inspire both firm and field‐level changes. Copyright © 2009 John Wiley & Sons, Ltd. 相似文献
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There has been much debate concerning the performance of family firms and the drivers of their performance. Some scholars have argued that family management is to blame when family firms go wrong; others claim that family management removes costly agency problems and encourages stewardship. Our thesis is that these disagreements can only be resolved by distinguishing among different types of family firms. We argue that family CEOs will outperform in smaller firms with more concentrated ownership and underperform in larger firms with more dispersed ownership; they will do neither where firms are smaller and ownership is more dispersed or firms are larger and ownership is more concentrated. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
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Research summary : We examine the variety of activist groups and their tactics in demanding firms' social change. While extant work does not usually distinguish among activist types or their variety of tactics, we show that different activists (e.g., social movement organizations vs. religious groups and activist investors) rely on dissimilar tactics (e.g., boycotts and protests versus lawsuits and proxy votes). Further, we show how protests and boycotts drag companies “through the mud” with media attention, whereas lawsuits and proxy votes receive relatively little media attention yet may foster investor risk perceptions. This research presents a multifaceted view of activists and their tactics and suggests that this approach in examining activists and their tactics can extend what we know about how and why firms are targeted. Managerial summary : The purpose of this study was to examine how different types of activist groups behave differently when targeting firms for social change. We find that traditional activist groups rely on boycotts and protests, whereas religious groups and activist investors rely more on lawsuits and proxy votes. Additionally, we find that protests and boycotts are associated with greater media attention, whereas lawsuits and proxy votes are associated with investor perceptions of risk. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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在全球经济进入“绿色经济”的大背景下,近年来,生态环境已成为社会各界关注的一个重点问题,也是我国“十三五”规划所关注的重要论题之一。本文以上交所与深交所的上市公司2008～2014年的数据为基础,运用GMM模型,从理论层面阐述了环境责任对企业绩效产生的效应,实证探讨了二者间的关系。文章也创造性地探讨了两者之间的非线性关系,研究发现,承担环境责任对中国企业绩效存在显著的正效应,而且二者之间的非线性关系呈现出倒“U”型。 相似文献
9.
Based on 195 succession events in Business Week 1000 firms, this study examines the organizational antecedents of CEO demographic characteristics. Study findings suggest that antecedent conditions of lower firm profits and firm growth are associated with the selection of outsider CEOs. Additionally, R&D intensity is associated with the selection of CEOs having technical functional backgrounds and higher levels of education. 相似文献
10.
Founders create their organizations, yet are often expected to eventually become liabilities to these same organizations. Past empirical research on the relationship between CEO founder status (i.e., is the CEO also the founder?) and firm performance has yielded inconsistent results. This study of 94 founder‐ and nonfounder‐managed firms finds that founder management has no main effect on stock returns over a 3‐year holding period, but that firm size and firm age moderate the CEO founder status–firm performance relationship. Copyright © 2000 John Wiley & Sons, Ltd. 相似文献
11.
We integrate the seemingly contradictory theoretical predictions of behavioral and economic perspectives about the relationship between pay disparity and firm performance and show that tournament and social comparison theories are more supplementary than contradictory in nature. Our results show that high levels of firm performance will be found around either meaningfully low or meaningfully high levels of pay disparity. Additional findings indicate that this curvilinear relationship is weakened in the presence of both an heir apparent and high CEO power, and strengthened when top management team members are more eligible as CEOs. These findings suggest that factors that increase or inhibit social comparison or tournament perceptions among TMT members play a role in the strength of the curvilinear relationship between pay disparity and firm performance. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
12.
We examine the voluntary disclosure of qualitative information about actions involving governmental agencies and managerial intentions or beliefs in R&D project announcements in The Wall Street Journal. Our analysis indicates that information regarding government approval and managerial intentions/beliefs voluntarily disclosed in R&D project announcements interacts with industry/firm variables to provide significant incremental explanatory power in both the innovation and commercialization stages of R&D projects. Our data also indicate that the biggest impact is from managerial intentions, especially an intent to increase market share when coupled with being a larger firm. Copyright © 2000 John Wiley & Sons, Ltd. 相似文献
13.
Agency theory posits a positive relationship between insider ownership and organizational performance. Past empirical studies examining this issue have not firmly established this relationship. The current study postulates and tests the moderating effect of environmental dynamism on the insider ownership and performance nexus. Implications and future research directions are considered. © 1998 John Wiley & Sons, Ltd. 相似文献
14.
Attention is increasingly focused on the potential individual career and firm‐level benefits of international experience for upper level executives. This research examines the relationships between CEO international experience, CEO tenure, firm internationalization, succession events, and corporate financial performance. Results indicate a significant interactive effect between CEO tenure and outside succession on CEO international experience. In addition to a relationship with CEO international experience, there are two additional interactive effects in the examination of corporate financial performance: (1) CEO international experience and the degree of firm internationalization, and (2) CEO international experience and CEO succession. These interactive effects are evident in accounting and market indicators of corporate financial performance. Copyright © 2000 John Wiley & Sons, Ltd. 相似文献
15.
Research summary: Managers can disclose information to security analysts as a form of impression management, but doing so is problematic because competitors can use that same information at the expense of the firm. We identify an impression management technique we call foreshadowing, which refers to hinting about future potential strategic activity. Foreshadowing provides information of value to analysts that can influence their evaluations of a firm, but not so much information as to put the firm at a competitive disadvantage. We hypothesize and find that managers who foreshadow acquisition announcements receive fewer analyst downgrades following the announcements, especially when there is more analyst uncertainty about the firm. We also hypothesize and find that analysts' responses to foreshadowing positively influence the likelihood that managers eventually acquire other firms. Managerial summary: Security analysts are often suspicious when firms announce acquisitions as those announcements are cumbersome to analyze on short notice and raise questions about managerial motivations that might not represent the best interests of the firm. We find that managers can improve analyst reactions to acquisition announcements by disclosing some information of value to analysts—specifically by hinting that an acquisition could occur in the future. We refer to such hints as foreshadowing. Foreshadowing entails giving analysts information to reduce their suspicions and facilitate their analyses, but not so much information as to degrade the firm's competitive information advantage over other firms. Foreshadowing also allows managers the option to reconsider actually executing the acquisition if analysts respond negatively to its possibility. Copyright © 2017 John Wiley & Sons, Ltd. 相似文献
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Timothy J. Quigley Donald C. Hambrick Vilmos F. Misangyi G. Alessandra Rizzi 《战略管理杂志》2019,40(9):1453-1470
18.
在煤炭行业37家上市公司中,搜集到20家公司2008—2013年度社会责任报告94份,总披露率43.32%。对社会责任报告中环境绩效信息采用内容分析法进一步研究发现,从时间的顺序看环境绩效信息披露的形式和内容方面均显示数量和质量的提高,但地区间、市场间和公司间存在着显著差异。样本公司的环境信息披露的数量和质量仍需提高,30项环境绩效指标中每份报告平均披露仅8.93项,定量环境绩效披露率仅为18.67%。 相似文献
19.
Institutional investors report that they prefer to invest in firms with greater board independence despite the fact that researchers have been unable to demonstrate a link between board independence and firm performance. We investigate whether differences among institutional investors affect these preferences. We find that trading strategies have some effect but that mutual funds—facing the strongest institutional pressures—have significantly stronger preferences for firms with greater board independence than do other types of institutional investors. This suggests that institutional investor preferences for independent boards are at least partially driven by institutional pressures rather than anticipated reductions in agency costs. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
20.
Ayse Karaevli 《战略管理杂志》2007,28(7):681-706
This study seeks to reconcile inconsistent findings on the performance consequences of new CEO origin. Drawing on five decades of empirical research on CEO succession outcomes, I develop a more refined theoretical conceptualization and a finer‐grained measurement of the underlying construct of the insider vs. outsider CEO, and build and test a more comprehensive and nuanced framework of the succession context. A longitudinal investigation of the U.S. airline and chemical industries (1972–2002) indicates that new CEO ‘Outsiderness’, conceptualized as a continuum raging from new CEOs who have a greater combination of firm and industry tenure to those who have no experience in the firm and the industry, has no main effect on post‐succession firm performance. However, significant moderating effects are found when environmental munificence, pre‐succession firm performance, and concomitant strategic and senior executive team changes are considered. Together, these findings highlight the need to consider both pre‐ and post‐succession contextual factors for evaluating the performance effects of new CEO outsiderness. Copyright © 2007 John Wiley & Sons, Ltd. 相似文献