CEO背景特征对公司风险承担的影响研究

以我国沪、深两市上市公司为研究对象,深入研究了CEO背景特征对公司风险承担的影响。研究表明:CEO年龄越大,越为保守和回避风险,倾向于降低公司风险承担;CEO任期越长,其专用性人力资本和管理防御程度越高,公司风险承担水平越低;CEO教育程度与公司风险承担显著负相关,当CEO在其他单位兼职时,公司风险承担水平相对较低。而CEO性别、职称对公司风险承担并没有显著的影响。文章为我们更好地理解上市公司的风险承担行为及CEO等高管的选拨与任命具有一定的启示意义。     

Executive succession: The importance of social capital in CEO appointments

Research Summary: Firm performance and corporate governance have been shown to influence CEO selection, but our understanding of the role of social capital is more limited. In this study, we seek to provide further insight into the role of social capital by examining the influence of both “bonding” and “bridging” forms of social capital on CEO appointments. We find that candidates who have relational social capital, in terms of overlap with the CEO in organizational tenure, board tenure, and CEO tenure are more likely to be appointed as CEO. We also find that candidates who have external linkages to the CEO in the form of geographic, prestigious university, and prior employment affiliations are more likely to be appointed CEO. Managerial Summary: The appointment of a new CEO has significant and widespread implications for the firm’s future strategic direction and performance, the relationship between the board and CEO, and perceptions by investors, employees, and other key stakeholders. Our study finds that candidates who have shared connections and experiences with the CEO in terms of geographic, prestigious university, or prior employment affiliations as well as overlap in terms of organizational tenure, board tenure, and CEO tenure are more likely to be appointed CEO. Given the enormous impact that executive appointments have on the strategic direction and performance of the company, it is important to recognize that social factors such as shared experiences and connections influence how candidates are perceived, and thus, may affect appointment decisions.     

The differential effects of CEO narcissism and hubris on corporate social responsibility

Research Summary: While prior studies have predominantly shown that CEO narcissism and hubris exhibit similar effects on various strategic decisions and outcomes, this study aims to explore the mechanisms underlying how narcissistic versus hubristic CEOs affect their firms differently. Specifically, we investigate how peer influence moderates the CEO narcissism/hubris—corporate social responsibility (CSR). With a sample of S&P 1500 firms for 2003–2010, we find that the positive relationship between CEO narcissism and CSR is strengthened (weakened) when board‐interlocked peer firms invest less (more) intensively in CSR than a CEO's own firm; the negative relationship between CEO hubris and CSR is strengthened when peer firms are engaged in less CSR than a CEO's own firm. Managerial Summary: Some CEOs are more narcissistic while others may be more hubristic, but these two groups of CEOs hold different attitudes toward the extent to which their firms should engage in corporate social responsibility (CSR). Our findings with a large sample of U.S. publically listed firms suggest that narcissistic CEOs care more about CSR, but hubristic CEOs care less. Interestingly, when narcissistic CEOs observe their peer firms engaging in more or less CSR than their own firms, they tend to respond in an opposite manner; in contrast, hubristic CEOs will only engage in even less CSR when their peers also do not emphasize CSR. Our findings point to a fundamental difference between CEO narcissism and hubris in terms of how they affect firms' CSR decisions based on their social comparison with peer firms.     

The role of social proximity in professional CEO appointments: Evidence from caste/religion‐based hiring of CEOs in India

Research Summary: The role of homophily in CEO appointments at the largest corporations is an important subject in corporate governance. This subject is particularly important in a country like India where a multitude of religions, castes, and communities form its social fabric. We test for the role of homophily in professional CEO appointments in India by empirically examining the preference for same caste/religion CEOs by the largest firms. Using a unique dataset, assembled by detailed identification of castes/religions from family names and counterfactuals obtained through the Coarsened Exact Matching technique, we find that caste/religion plays a crucial role in CEO selection as a source of information (positive discrimination). The evidence is not consistent with its use to pursue taste‐based preferences (negative discrimination). Managerial Summary: We test for the role of homophily in the appointments of CEOs in India by empirically examining the preference for same caste/religion CEOs by the largest firms. We find that caste/religion plays an important role in CEO selection, i.e., as a form of information or “positive discrimination.” The evidence is not consistent with its use to pursue taste‐based preferences or “negative discrimination.”     

Board structure and CEO compensation: Evidence from U.S. lodging industry

Using a sample of U.S. lodging firms, this paper examines the relationship between board of director characteristics and chief executive officer (CEO) compensation. Previous research shows that larger boards are detrimental to the effectiveness of the board of directors and deteriorate the control imposed on CEO actions and pay. Board independence is also suggested as an important quality to emphasize the control on the CEO. We propose that U.S. lodging firms’ board of directors provide a nice setting to investigate the effects of size and independence on CEO compensation level. Our findings suggest that CEO compensation is not related to board size, and positively related to proportion of the outside board members. These findings are contrary to the findings of previous studies. Our findings may provide significant insights to lodging firms’ board of directors to structure efficient compensation packages.     

美国GE公司CEO继任规划的启示

继任规划在企业追求长期战略和持久业绩的过程中起着关键作用。而CEO继任规划则是企业最重大的战略决策。美国GE公司由于建立了一套行之有效的CEO继任规划程序,从而保证企业能够培养合适的CEO候选人。公司CEO继任规划包括内部接班继任、内部竞争继任、突然政变继任和广泛选择继任等4种方式。每一种继任方式都有其优势和劣势。不存在适用于所有公司的继任方式。不同的公司如何选择适合的继任方式取决于公司本身的条件。目前,我国企业正在进入经营者大换班高峰期,可以借鉴美国GE公司CEO继任规划的成功经验,进一步完善继任机制。     

Knowledge capital,CEO power,and firm value: Evidence from the IT industry

Disruptive innovation dramatically changes the demand of a product market in the information technology (IT) industry. In response to the impact of disruptive innovation, IT firms that may be eliminated from the competitive race actively develop innovative products and adjust their operating strategies to strengthen their survivability in the fiercely competitive market. Thus, this study explores the factors that affect firm value in the IT industry under the impact of disruptive innovation. The empirical results reveal that knowledge capital and CEO power play crucial roles in explaining firm value. IT firms with powerful CEOs and increased knowledge capital have high firm values. The effects of knowledge capital and CEO power on firm value are especially significant for founder and duality CEO firms. Furthermore, the influence of CEO power is more prominent in periods of financial crisis.     

CEO hometown identity and firm green innovation

Drawn on the upper echelons theory, this study investigates how chief executive officer (CEO) hometown identity drives firm green innovation. We propose that CEO hometown identity has a positive impact on a firm's green innovation performance. Furthermore, we explore the moderating role of managerial discretion determined by organizational and environmental factors (i.e., institutional ownership and market complexity). We propose that institutional ownership negatively moderates the positive relationship between CEO hometown identity and green innovation, but market complexity plays a positive moderating role. Using Chinese publicly listed firms from 2002 to 2016 in heavily polluting industries, our findings support these hypotheses. Our research contributes to the upper echelons theory and corporate social responsibility literature and has substantial practical implications.     

企业CEO继任的经验研究与展望

CEO继任是企业的重要战略决策之一.国外研究结果显示,CEO继任的发生机制主要存在辞职、解聘和其他突发情况;而继任绩效效果的研究结果却大相径庭,继任后的企业绩效形成机制多与继任者的行动、能力和社会力量相关;新任CEO继任后的过渡管理也具有一些很重要的技巧.当前,中国很多大型企业面临高层管理人员计划性或非计划性更新,借鉴和把握西方国家CEO继任的经验和趋势.可以提高我国CEO继任的成功率和有效性.     

CEO任期、CEO权力集中度与中国制造企业自主创新能力——基于中国制造业上市公司2006—2017年的经验证据

本文以中国制造业上市公司2006—2017年数据为研究对象,以CEO权力集中度为调节变量探讨了CEO任期与中国制造企业自主创新能力之间的关系,研究发现:①长期意义上CEO任期越长,越有利于自主创新能力提升;②CEO权力集中度越高,越有利于自主创新能力提升;③CEO权力集中度与CEO任期有"伴随效应",能够扩张CEO任期对自主创新能力的正向效应,正所谓"用人不疑,疑人不用";④在当前,国有制造企业更应注重CEO任期对自主创新能力的积极作用,应考虑增加国企CEO任期;而民营制造企业要注重公司治理结构中CEO权力集中度。结论具有稳健性。