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We develop a theory of non-monetary costs incurred by chief executive officers (CEOs) when deciding about layoffs and test its predictions on French data. Our results support the idea that, being embedded in their social environment, CEOs find it more difficult to fire employees closer to their own workplace. This effect is stronger whenever social interactions are less anonymous in the CEOs' local environment. It is weaker when CEOs live further away from where they work, because of limited exposure to local discontent. [ABSTRACT FROM AUTHOR]

This paper investigates the game-changing paradigm in modern manufacturing, known as the "smart factory," from an organizational perspective. Factories get smarter—or smartized—by becoming more data-intensive and more tightly integrating operations with management. We design a unique survey to measure this intangible organizational capital accumulation process for 939 Korean manufacturing plants. Observing heterogeneous levels of smartization across factories, we explore their relationship with three performance dimensions: productivity, cost efficiency, and product variety. The drivers of smartization are also identified. Our analysis uncovers a strong association between smartization and heightened productivity, with varying interactions with other performance metrics based on the specific manufacturing process (e.g. lower defect rate only in assembly line process). Importantly, we find that investments in digital technologies drive smartization only when complemented by structured incentive management and proper chief executive officer (CEO) leadership. [ABSTRACT FROM AUTHOR]

Using a sample of Chinese listed firms from 2007 to 2017, this study investigates the impact of trust on corporate innovation. We find that firms located in provinces with higher trust levels have both higher innovation inputs and outputs, indicating trust plays an important role in promoting corporate innovation. We further document that this association is more pronounced for firms with a higher degree of information asymmetry between boards and managers, and when CEOs have stronger incentives to engage in opportunistic behavior in innovation activities. In addition, we find that forced CEO turnover-performance sensitivity is lower and managers are less likely to underinvest in R&D in high trust areas, suggesting trust enhances corporate innovation through relationship alignment between shareholders and managers. We also find that trust promotes not only the quantity but also the quality of corporate innovation. Our study complements existing research that investigates factors encouraging corporate innovation and extends a growing body of literature that examines the impact of trust on corporate decisions. [ABSTRACT FROM AUTHOR]

We develop and test theory regarding the effect of CEO paranoia, defined as stable tendencies toward suspicion, feelings of ill will or resentment, mistrust, and belief in external control or influence, on firm stakeholder engagement. We theorize that because CEOs higher in paranoia have tendencies toward hypervigilance and the biases of self-as-target and sinister attributions they typically avoid engagement with external stakeholders. Further, we argue that CEOs higher in paranoia are subject to paranoid activation when confronted with trait-relevant cues that confirm suspicions of being targeted by a malevolent external entity (here, regulatory rulings or rival attacks), thus eliciting a shift away from avoidance to a more aggressive engagement with those stakeholders. To do so, we develop a content-analytic measure of CEO paranoia following both theory and evidence in psychology and methodological best practices, finding evidence that broadly supports our premise. In total, our study draws attention to how the manifestation of CEO paranoia changes the way CEOs engage stakeholders over time, contributing to understanding in multiple ways. [ABSTRACT FROM AUTHOR]

In this study, we investigate whether and how trust between board members and the CEO (board–CEO trust) affects the performance of mergers and acquisitions. Contrary to conventional wisdom, we find that firms with higher levels of board–CEO trust exhibit poor M&A performance. High trust is associated with low acquisition announcement returns, long-term stock return performance, and post-deal operating performance. This negative effect of board–CEO trust is more pronounced among acquiring companies prone to agency problems. Our results suggest that, in the institutional setting of corporate boards, high trust can be too much of a good thing. [ABSTRACT FROM AUTHOR]

Copyright of Contemporary Accounting Research is the property of Canadian Academic Accounting Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The leaders of business are a continued focus of interest in management research and in the broader society. Their attributes speak to social mobility, inequality, and who holds positions of power and influence in society. This article examines the attributes of the ten highest-ranked executives of the largest corporate enterprises in the United States—the Fortune 100—and compares how they have changed over the past 40 years, a period when many assumptions about businesses and the people who run them have changed. While there has been significant change in some areas, such as the increase in the proportion of women and foreign-born executives and the rise in outside hiring, there is no evidence of an increase in younger leaders who advance faster than their predecessors and spend an ever-shorter time with their employer. In fact, top executives now are as old as their peers were in the 1950s, and their tenure with their employer is rising. [ABSTRACT FROM AUTHOR]

Previous literature on the engagement quality (EQ) review argues that EQ reviewers should provide more efforts into the review process when fieldwork auditors' judgments and conclusions on the financial statements are potentially biased. Little empirical study has been done, however, partly due to the confidentiality of the detailed data on EQ reviewers' audit hours. The purpose of the article is to shed light on the existing literature by conducting an empirical investigation using a unique actual data set available in Korea. The results show that the EQ review hours are positively associated with CEO turnovers, a proxy for the audit risk, which supports the prediction of the theory on the EQ review. Additional analyses show that such results are stronger under (a) the upward earnings management and (b) the forced CEO turnover. The article extends the existing literature on the EQ review process and enhances the understanding of the engagement-level quality control in the volatile audit environment by providing empirical evidence to the analytic discussions on the EQ review. [ABSTRACT FROM AUTHOR]

Copyright of Contemporary Accounting Research is the property of Canadian Academic Accounting Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Using Chinese data, we examine whether synchronous remote board meetings, which facilitate status equalization among directors and alleviate their pressure for conformity, affect board monitoring effectiveness. We find that compared to face-to-face meetings, synchronous remote meetings are associated with directors' better meeting attendance behavior, a higher likelihood of director dissent on monitoring-related proposals, higher forced CEO turnover-performance sensitivity, and more effective investments. These results hold when we use remote meetings that include both synchronous and asynchronous remote meetings. Proposal-director level analysis further shows that remote meetings reduce the pressure to conform faced by young first-term directors and socially connected directors. Authors have furnished an Internet Appendix , which is available on the Oxford University Press Web site next to the link to the final published paper online. [ABSTRACT FROM AUTHOR]

This article uses FAS 123R regulation to examine how reduction in CEO compensation incentives affects managerial "playing it safe" behavior. Using proxies reflecting deliberate managerial efforts to change firm risk, difference-in-difference tests show that affected firms drastically reduce both systematic and idiosyncratic risks, leading to an 8% decline in total firm risk. These reductions in risk are achieved by shifting to safer, but low-Q, segments while closing the riskier ones, without significant changes in investment levels. Our findings suggest that decrease in risk-taking incentives provided by option compensation, when not compensated for by alternative incentives or governance mechanisms, exacerbates risk-related agency problem. [ABSTRACT FROM AUTHOR]

We document that firms that expect their CEOs' compensation to exceed the median CEO compensation of their Institutional Shareholder Services (ISS) peers influence ISS to revise these peer sets. Controlling for changes in firm characteristics that ISS uses to select peers, we find that ISS applies an abnormally high turnover rate in the members of these peer sets and increases the representation of focal firms' chosen peers. This turnover results in increases in the medians of the ISS peers' CEO compensation and size. We find that these firms underperform and conclude that they attempt to camouflage high CEO pay to mitigate outrage costs. [ABSTRACT FROM AUTHOR]

Management incentives for engaging and excelling in corporate social responsibility (CSR) performance is an important theme as business sustainability gains momentum. We examine the role of tournament incentives, which are created by competition among non-CEO (chief executive officer) senior executives (vice presidents [VPs]) for promotion to the CEO position, in firms' CSR performance. Using a sample of U.S. Standard & Poor (S&P) 1500 firms from 1993 to 2014, we find that tournament incentives proxied by pay gaps between CEOs and VPs are negatively associated with CSR performance, suggesting that competition for promotion could be detrimental for CSR performance. We further show that such association is more pronounced when the perceived probability of promotion increases prior to CEO turnover. This article provides policy, practical, and education implications and contribute to the literature on the integration of CSR into the business culture and strategic management processes. [ABSTRACT FROM AUTHOR]

Research Summary: This article examines the association between ideology and firm participation in sociopolitical activism. In particular, it focuses on the ideological alignment between a firm's upper echelons and its general employees. We theorize that participation in progressive corporate activism reflects the ideological views of both the top management team and general employees. By examining firm participation in letter campaigns supporting progressive causes, our findings indicate that ideological alignment between a top management teams and general employees' liberal political leanings is associated with a firm's participation in progressive corporate activism. The CEO's own ideological preferences do not have an independent association with this kind of activism. This article concludes with a discussion of implications for our understanding of corporate political action and nonmarket strategy. Managerial Summary: This article looks at the relationship between political ideology and firm participation in sociopolitical activism. Although some have argued that firms' activism reflects a CEO's ideological preferences or employee activism, we find that neither explanation fully accounts for the kinds of companies that engage in this kind of activism. We find that progressive corporate activism reflects the ideological views of both top management and general employees. Our findings suggest that companies that have ideological alignment on progressive issues are more likely to take public stands on those issues because the stands reinforce core values held by employees and the top management. [ABSTRACT FROM AUTHOR]

Objective Methods Results Conclusion Women leaders continue to be in the minority as corporate CEOs. Despite efforts to highlight the benefits of leadership diversity, fewer than 10 percent of CEO positions within U.S. public corporations are held by women. This study draws on the theory of gendered organizations and token theory to explore challenges women CEOs face that may inhibit their leadership trajectories and contribute to the dearth of women CEOs. We build upon and extend recent research on the leadership trajectory of women CEOs post‐appointment.We test whether women CEOs have shorter tenures and heightened vulnerability to dismissal relative to men CEOs, and whether women's risk of dismissal is exacerbated by the glass cliff. Our data draw from a large sample of firms in the Russell 3000 index from 2016 to 2022.We find that compared to men CEOs, women enjoy shorter tenures and face a higher likelihood of being dismissed involuntarily. This gender gap in dismissal risk is further exacerbated when women are appointed during times of weak organizational performance (i.e., the “glass cliff”).We discuss the implications of our findings for theory and practice on gender inequality in organizations and research on the glass cliff. [ABSTRACT FROM AUTHOR]

Corporations are increasingly wading into social and political matters that are unrelated to their business operations. This Paper empirically investigates corporate participation in social debates through the corporate response to Dobbs, the Supreme Court's decision overturning the constitutional right to abortion. First, the Paper identifies and examines the public companies that reacted to the reversal of Roe v. Wade ("Reacting Companies"). Only a few corporations reacted. On the one side, they tend to be large, with sizeable workforces, concentrated in consumer-facing and tech industries, and headquartered in states with no restrictions on abortion rights. On the other side, they tend to have more female representation on the boards and more liberal-leaning CEOs. The findings suggest that companies decided to speak mainly driven by strategic positioning reasons, but leadership's gender and ideology might have facilitated their choice to take a stand on reproductive rights. This view is further supported by the examination of the corporate contributions to the Republican Attorney General Association ("RAGA"), which has been vocal about its fight against abortion rights. More than 20% of the Reacting Companies made anti-abortion donations, even after the reversal of Roe v. Wade, disclosing the potential inconsistency of corporations' political speech. Second, the Paper focuses on how corporations speak. An empirical survey of the corporate statements in reaction to Dobbs reveals heterogeneous responses. The majority of the statements only announced the coverage of employees' abortion travel expenses ("Employee Statements"). A third of the statements expressed instead a clear political stance in support of abortion rights and against the Supreme Court's ruling ("Political Statements"). Companies that issued Employee Statements were more likely to have Republican-leaning CEOs and to make anti-abortion donations, indicating they may have spoken due to their constituencies' pressure. Political Statements, conversely, tended to be issued by smaller companies and were significantly more likely to be authored by the CEO itself, making it unclear if the CEO was speaking on behalf of the company or expressing a personal belief. [ABSTRACT FROM AUTHOR]

The chief executive officer (CEO) is the executive at the top of the firm's hierarchy and plays a significant role in the firm's investment in innovation and whose decision-making behaviour can be influenced by external contexts such as media coverage. This paper examines the synergistic effects of CEO power and media sentiment on firm investment in innovation. We use ordinary least squares regression to find that both CEO power and media sentiment significantly contribute to firm innovation investment and that there are significant synergies between them. This synergistic effect is stronger for firms with high levels of investment in innovation. This study extends research on CEO power, media sentiment, and firm innovation investment in emerging market contexts. [ABSTRACT FROM AUTHOR]

This study investigates the impact of board characteristics on the relationship between political connections and cash holdings in Asian countries. The findings suggest that Asian firms with political connections, large boards, and gender diversity have lower cash holdings, while firms with CEO duality have higher cash holdings. Further, the study provides unique evidence that Asian firms with large boards and gender diversity have a moderating effect and strengthen the negative influence of political connections on cash holdings. We also find that CEO duality moderates the influence of political connections on cash holdings in Asian countries. The authors conclude that strong board monitoring and governance mechanisms are crucial for the effective use of cash, particularly in firms with political connections. This research contributes to the literature by presenting novel evidence that board characteristics critically influence the relationship between political connections and cash holdings in the Asian context. [ABSTRACT FROM AUTHOR]

This article aims to establish a clear connection between corporate social responsibility (CSR) and financial performance. Through this research, we aim to conclusively demonstrate how a company's corporate social performance impacts its financial success. Utilizing data from Turkish BIST30 index companies for the years 2010 to 2022, our findings indicate a negative association between corporate social responsibility disclosure and return on assets, implying a potential trade-off. Furthermore, the existence of CEO duality has got a positive influence on the return on assets. The findings underline the significance of a balanced strategy that considers both social and economic aims. By incorporating social responsibility into their operations, companies may contribute to a more sustainable and inclusive future while still attaining financial success. [ABSTRACT FROM AUTHOR]

This study investigates how CEO-related events covered in news media affect consumer evaluations. The conceptual model proposes six CEO-related news categories and details their impact on consumer evaluations as well as the degree to which these responses determine firms' stock prices. The authors analyze a rich sample of 725 CEO-related events of 125 firms covered in leading US news outlets from 2009 to 2019. Using an econometric approach and an event study, they find that stories about CEO scandals detrimentally affect consumer evaluations, which translates to an immediate loss of more than US$500 million on stock markets, whereas stories about CEO altruism and CEO political ideologies have a positive impact on consumer evaluations. The authors provide insights into short and long-term effects and formulate actionable implications. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to examine the association between chief executive officers' (CEOs) characteristics and sell-side analysts' recommendations. Design/methodology/approach: This study uses a sample of firms listed on the London Stock Exchange and uses two databases, Capital IQ and BoardEx to study the above relationship. A variety of regression analyses are used in the empirical models, including ordinary least squares, fixed effect, random effect, Tobit, Logit and generalized method of moments. Findings: The authors find that firms with CEOs who had a wider network size and firms with foreign CEOs receive favorable investment recommendations. Further, firms with CEOs who have more time to retire are more likely to receive favorable investment recommendations. However, the authors find that firms with CEOs with more qualifications receive unfavorable recommendations and female CEOs are not affecting investment recommendations. Originality/value: Ultimately, this study demonstrates the importance of CEO characteristics for sell-side analysts who play an important role in the stock markets. [ABSTRACT FROM AUTHOR]

In today's corporate landscape, the separation of the board chair and CEO roles is increasingly prevalent among public firms. Understanding this leadership dynamic, particularly the board chair-CEO working relationship, is critical. This study delves into the influence of divergent behaviors among institutional investors on the board chair-CEO interaction and explores how environmental munificence moderates these effects. We ascertain that high levels of dedicated institutional investor ownership tend to prompt board chairs to exhibit both control and collaboration orientations with CEOs. Conversely, in instances of elevated transient institutional investor ownership, board chairs are less inclined toward collaboration with CEOs. Of notable interest is our investigation into how environmental munificence shapes these relationships. We discover that the abundance or scarcity of resources in the environment can significantly recalibrate the impact of institutional investor ownership structures on board chair orientations toward CEOs. This study not only contributes to the broader realm of corporate governance research but also offers practical insights for practitioners navigating the intricate dynamics between institutional investors, board chairs, and CEOs. Our findings underline the nuanced interplay between investor behaviors, leadership orientations, and environmental contexts, enriching the understanding of effective corporate governance strategies. [ABSTRACT FROM AUTHOR]

We examine whether retaining the former CEO as a board member has an impact on big bath accounting around CEO turnovers. Early evidence shows that when a CEO turnover occurs, the new CEO uses big bath to shift the responsibility for low earnings toward the previous management. However, the former CEO is often retained. This event may restrict the new CEO's ability to take a big bath. Using a hand-collected sample of CEO turnover events in US firms, we find that CEO turnover increases the probability of a big bath. However, retaining the CEO acts as a monitoring mechanism by reducing the probability of big baths, especially opportunistic ones. Our findings indicate that CEO retention could be a useful corporate governance mechanism that restricts new CEO's opportunistic practices. [ABSTRACT FROM AUTHOR]

We examine whether board independence improves the readability of annual reports. Using a sample of 11,938 firm-year observations over the period 1997–2016, we empirically show that board independence decreases the readability of annual reports. This result is consistent with the notion of managerial avoidance of costly board monitoring. We also run an array of cross-sectional tests to understand the settings in which the association is either more or less pronounced. Even though managerial ability and SEC's Plain English Rule of 1998 improve readability, we find that the negative relationship between board independence and readability continues to persist. Our results also reveal that directors' tenure and CEO duality attenuate the board independence–readability relationship, while CEO tenure enhances this association. Overall, our findings provide additional insights into the link between board independence and annual report readability. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigate the impact of ownership structure on firm adjustment speed toward the target leverage. Design/methodology/approach: The study employs a partial adjustment model on a sample of 694 publicly listed firms from 2007 to 2021 in Vietnam. Findings: The study finds that state and foreign ownerships inhibit the speed at which firms approach their optimal level of debt. Interestingly, this negative association is less pronounced in firms managed by powerful CEOs (duality CEOs; highly experienced CEOs; CEOs who they own or their families possess a large number of shares). Further, state and foreign ownership are found to be positively associated with firm performance. This beneficial impact weakens, however, when firms use more debts. Originality/value: The outcome reveals that having a powerful CEO on board can help businesses in this emerging market counteract the detrimental effects that foreign and state ownership leave on the process of adjusting leverage. [ABSTRACT FROM AUTHOR]

Although entrepreneurial orientation (EO) is widely believed to benefit firms, it is increasingly considered necessary but insufficient for achieving superior firm performance. To better understand the circumstances under which EO is beneficial for firms, we adopt a resource-based perspective to introduce chief executive officer (CEO) servant leadership as a critical moderator of the EO–performance relationship. We validate our predictions using multi-point data from 170 small firms in India. The results reveal that three servant leadership behaviours – altruistic calling, wisdom and emotional healing – strengthen the EO–performance relationship. Furthermore, consistent with systems logic, the performance benefits of EO are found to be greater when the CEO servant leadership is closer to an 'ideal' configuration of behaviours. Overall, our findings contribute to a better understanding of the role of CEO leadership behaviours in fully actualising EO's performance potential, thus illuminating the importance of aligning a firm's strategic posture with other constructs of interest. [ABSTRACT FROM AUTHOR]