Appointments of academic directors

White, Joshua T.; Woidtke, Tracie; Black, Harold A.; Schweitzer, Robert

doi:10.1016/j.jcorpfin.2013.12.007

Cited by 97 publications

(74 citation statements)

References 55 publications

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“…Güner et al (2008) examine whether board members with financial expertise affect corporate policies (e.g., loan, public debt issuances, and acquisitions) and find that finance professors are significantly associated with lower pay-performance sensitivity, but not significantly associated with other policies. White et al (2013) show that small-and midcap firms are more likely to appoint professors than large firms and that the financial market, on average, positively (insignificantly) reacts to the appointment of professors with science, medicine, and engineering (business) background. Francis et al (2014) report that the presence of professors is positively associated with firm financial performance and that firms with business-related professors exhibit the best performance, whereas Duchin et al (2010) document that academic board members do not affect firm financial performance.…”

Section: Professors and Corporate Outcomesmentioning

confidence: 95%

“…As university professors have become a visible source of board heterogeneity (e.g., White et al 2013; see our Table 1),…”

Section: Board Heterogeneity and Corporate Outcomesmentioning

confidence: 99%

“…and Lehmann 2006; Audretsch and Stephan 1996;Duchin et al 2010;Fich 2005;Francis et al 2014;Güner et al 2008;Jiang and Murphy 2007;White et al 2013). For instance, Audretsch and Stephan (1996) focus on the advisory role of university-based scientists and argue that professors provide three functions to biotech firms: 1) knowledge transfer; 2) signaling the quality of the firm's research to both capital and resource markets; and 3) helping chart the scientific direction of the firm.…”

Section: Professors and Corporate Outcomesmentioning

confidence: 99%

“…While we posit that professors have, or at least are expected to have, a higher level of social obligations than other occupations, it is important to recognize that professors constitute a group of heterogeneous professionals who possess different academic training, discipline knowledge, and scholarly experience (White et al 2013). Accordingly, in this section, we examine the heterogeneous characteristics of professors and investigate whether the impact of professor-directors on CSR performance ratings varies with their academic backgrounds.…”

Section: Csr and Professor-directors From Different Academic Disciplinesmentioning

confidence: 99%

“…Following White et al (2013), we first classify professor-directors into two groups based on their academic fields of study: 1) business professors whose academic backgrounds correspond to either business, economics or law; and 2) specialized professors whose academic backgrounds correspond to either engineering, science or medicine. We then measure the proportion of business professor-directors {PctPROF (Business)} and that of specialized professor-directors {PctPROF (Specialized)} to examine whether they have heterogeneous impacts on CSR performance ratings.…”

Section: Csr and Professor-directors From Different Academic Disciplinesmentioning

confidence: 99%

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Professors on the Board: Do They Contribute to Society Outside the Classroom?

et al. 2015

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link ABSTRACTAccording to our data, 38.5% of S&P 1500 firms have at least one professor on their boards. Given the lack of research examining the roles and effects of academic faculty as members of boards of directors (professor-directors) on corporate outcomes, this study investigates whether firms with professor-directors are more likely to exhibit higher corporate social responsibility (CSR) performance ratings. Results indicate that firms with professor-directors do exhibit higher CSR performance ratings than those without. However, the influence of professor-directors on firm CSR performance ratings depends on their academic background-the positive association between the presence of professor-directors and firm CSR performance ratings is significant only when their academic background is specialized (e.g., science, engineering and medicine). Finally, this positive association weakens when professor-directors hold an administrative position at their universities.

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Section: Professors and Corporate Outcomesmentioning

confidence: 95%

“…As university professors have become a visible source of board heterogeneity (e.g., White et al 2013; see our Table 1),…”

Section: Board Heterogeneity and Corporate Outcomesmentioning

confidence: 99%

Section: Professors and Corporate Outcomesmentioning

confidence: 99%

Section: Csr and Professor-directors From Different Academic Disciplinesmentioning

confidence: 99%

Section: Csr and Professor-directors From Different Academic Disciplinesmentioning

confidence: 99%

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Professors on the Board: Do They Contribute to Society Outside the Classroom?

et al. 2015

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Revolutionizing green business: The power of academic directors in accelerating eco‐innovation and sustainable transformation in China

Ullah,

Jiang,

Elamer

2024

Bus Strat Env

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This study investigates the relationship between academic directors and corporate eco‐innovation in Chinese A‐listed firms in the context of the growing urgency of climate change. Based on the argument that academic directors bring advanced knowledge, skills, experience, and expertise to a corporate board and are more socially responsible and ethical, we hypothesized that academic directors would have a positive influence on corporate eco‐innovation. We also examine how this nexus is moderated by pollutant firms and firms having qualified foreign institutional investors (QFIIs). Our results suggest that academic directors have a positive and significant impact on corporate eco‐innovation. The findings remain robust even after employing alternate proxies for both independent and dependent variables, minimizing reverse causality and endogeneity concerns, and addressing self‐selection bias through the entropy balancing method. Additionally, our study reveals that the positive nexus between academic directors and eco‐innovation is more pronounced in pollutant firms and firms having QFIIs. This study contributes to the literature on corporate governance, eco‐innovation, and emerging markets by providing evidence of the positive influence of academic directors on eco‐innovation, highlighting the importance of their contribution to enhancing corporate governance mechanisms to promote environmentally friendly activities and sustainability practices. Furthermore, our findings offer insight into the role of QFIIs in strengthening the positive association between academic directors and eco‐innovation, suggesting that foreign investors can support and encourage firms to adopt environmentally friendly practices for long‐term benefits.

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Academic scholarship, organization prestige, and the earnings of U.S. business school deans

et al. 2019

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This study models the market for business school deans as an outcome of a differential game between a university's central administration and the job candidates in the market for business school deans. In our model, the ability of a business school dean to advance the organization is enhanced by his or her own scholarly reputation, such that a job candidate chooses an optimal level of scholarship that relates to his or her marketability. In this way, the supply of scholarship (by job candidates) can be seen as the supply of job candidates in the market for business school deans, whereas the demand for scholarship can be seen as the demand for business school deans. The main features of our game‐theoretic model are tested using data from both national and regional business schools and colleges in the U.S. Econometric results indicate that each additional scholarly contribution by a business school dean generates a wage premium ranging from $1,000 to $1,200, whereas in the case of national institutions, each additional student enrolled at the doctoral (master's) level raises the wage by $671 ($56). Lastly, the production of between nine and 10 scholarly contributions is found to be necessary in order to face a 50% probability of holding a business school deanship at a national institution, whereas production of about 37 scholarly contributions leads to a 50% probability of holding a deanship with a named business school at a national institution.

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Appointments of academic directors

Cited by 97 publications

References 55 publications

Professors on the Board: Do They Contribute to Society Outside the Classroom?

Professors on the Board: Do They Contribute to Society Outside the Classroom?

Revolutionizing green business: The power of academic directors in accelerating eco‐innovation and sustainable transformation in China

Academic scholarship, organization prestige, and the earnings of U.S. business school deans

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