CTO持股、职务晋升与企业创新绩效

选取2007—2016年所有A股上市公司为研究样本,检验CTO持股和职务晋升两种激励机制与企业创新绩效的关系,并引入两个情境变量,以探究其在两种激励机制与企业创新绩效关系中的作用力方向。研究发现,CTO持股、职务晋升分别对企业创新绩效具有正向影响,二者的整合作用却减弱了单一激励的影响效果。而引入国有企业产权性质能够增强二者单一激励作用的效果,引入独立董事的技术型职业背景能够增强CTO职务晋升激励作用的效果。     

Chief technology officer roles and performance

This paper assesses the impact of Chief Technology Officers (CTO) on firm performance using upper-echelon theory, human capital theory and social capital theory. The upper-echelon theory is used to investigate how CTO roles are realised within a company regardless of the individual who carries them out, i.e. through a formal CTO position or not. Human and social capital theories are employed to assess how certain features of CTO influences his/her effect on company performance. Thus, this explorative study investigates two questions: (1) do CTO roles affect a firm's performance?, and (2) which features of the senior manager in charge of technology influence performance? To answer these questions the study first develops a conceptual model and subsequently tests the model based on a survey of 49 firms in electronics and machinery industries in Turkey. Two findings emerge: (1) the fulfilment of CTO roles increases a firm's profitability and (2) the existence of a distinct managerial technology position further improves profitability. Moreover, the study clearly shows the role of social capital theory in explaining how the company performance is likely to increase when the CTO/CTO-proxy manager is placed on a higher rung on the organisational ladder.