Executive turnover – Firms’ subsequent performances and the moderating role of organizational characteristics

Gjerløv-Juel, Pernille

doi:10.1016/j.emj.2019.04.004

Cited by 7 publications

(4 citation statements)

References 74 publications

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“…Chinese scholar Fu (2017) found a significant positive correlation between entrepreneurs' education and CSR disclosure status based on a survey of private enterprises in Zhejiang province. Gjerløv-Juel (2019) found that well-educated managers were more likely to make decisions concerning taking up jobs, receiving services, and buying shares and that they would consider the company's reputation, business ethics, and social responsibility and hence would be more likely to disclose highquality environmental information. Guo et al (2019) argued that the higher the education level, the more rational and objective executives would be in making decisions, and those with higher education levels and higher social status compared to others would be more concerned about issues such as environmental protection and food safety.…”

Section: Theoretical Analysis and Research Hypothesismentioning

confidence: 99%

Can senior executive characteristics improve carbon emission performance? Evidence from China

Liu

Zhang

et al. 2023

Front. Ecol. Evol.

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In recent years, the backbone of China's market economy has involved controlling corporate carbon emissions and reducing environmental pollution. This study aimed to investigate the relationship between the characteristics of senior managers and the carbon emission performance of enterprises. The empirical study used panel data on high-emission industries operating in the China A-shares market from 2014 to 2017. The results showed that the natural age, education level, and professional background of senior managers in high-emission enterprises were negatively correlated with the carbon emission performance of enterprises. However, in the case of large enterprises, there is no strong relationship between the natural age of executives and carbon emission performance, while professional background and education level are negatively correlated with carbon emission performance. However, natural age is significantly related to carbon emission performance in small and medium-sized enterprises. In the regional classification of enterprises, the natural age and professional background of the core executives of high-emitting enterprises in the eastern region are negatively correlated with carbon emission performance, while the professional background of the core executives of high-emitting enterprises in the central and western regions is positively correlated with carbon emission performance. Moreover, the natural age and educational level of executives are negatively correlated with carbon emission performance. To measure the carbon emission performance of an enterprise, the study used the balanced scorecard evaluation system (CEP). Meanwhile, it innovatively classifies and sorts the sample companies based on their overall size and distribution area, and analyzes the carbon performance and executive characteristics from two perspectives. The study provides suggestions and countermeasures for companies in China, especially those in high-emission industries, to help reduce pollution.

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Section: Theoretical Analysis and Research Hypothesismentioning

confidence: 99%

Can senior executive characteristics improve carbon emission performance? Evidence from China

Liu

Zhang

et al. 2023

Front. Ecol. Evol.

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“…The above arguments suggest that high‐performer mobility depletes parent‐firm human and social capital stocks and destabilizes organizational routines (Gjerløv‐Juel, 2019). This suggests detrimental effects on parent‐firm performance from spinoffs and other types of high‐performer mobility.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The latter implies a loss of instrumental relationships and reduced organizational efficiency (Cao, Maruping, & Takeuchi, 2006). High performers, executives in particular, have a disruptive effect on the internal functioning of the organization as coordinators of activities and knowledge networks, and hence, their departure disrupts organizational routines (Briscoe & Rogan, 2016; Gjerløv‐Juel, 2019). When an employee leaves the parent firm, her departure and subsequent replacement might trigger organizational restructuring within the parent firm, potentially destabilizing the organization and resulting in missed opportunities (Hannan & Freeman, 1977, 1984; McKendrick et al, 2009).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

High‐performer mobility to entrepreneurship and parent‐firm performance

Gjerløv-Juel

Dahl

2021

Strategic Entrepreneurship

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Research Summary: We investigate the effect of highperformer employee mobility to same-industry startups on parent-firm performance. High-performer mobility induces a loss of human assets but might also enable competition by transferring human and complementary assets from the parent firm to a competitor. Only when such transfer occurs is mobility to same-industry startups more harmful than other types of high-performer mobility. Human and complementary asset transfer is conditional on the departing high performer's ability to accumulate (and hence transfer) knowledge from the parent firm and the recipient firm's ability to absorb such knowledge.In support of this hypothesis, we show that the high performer's tenure and the startup's resources (size) moderate the performance effect of high-performer mobility on sameindustry startups.

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“…Prior research has shown that a stable TMT can harmonize individual differences, enhance decision quality and standards (Heavey & Simsek, 2017), positively influence corporate social responsibility (Huang et al, 2022), innovation (Cao & Yu, 2023), firm performance, and long‐term value (Agarwal et al, 2020). Conversely, frequent manager changes can intensify cognitive conflicts among team members, adversely affecting research and development investment (Xiong et al, 2021), firm performance, and future prospects (Gjerløv‐Juel, 2019; Schepker et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Top management team stability and corporate default risk: The moderating effects of industry competition and strategic deviance

Liao,

Zhan,

Yuan

2023

Manage Decis Econ

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This study takes Chinese A‐share listed firms from 2007 to 2020 as samples to examine the impact of top management team (TMT) stability on corporate default risk. The research findings reveal that TMT stability significantly mitigates corporate default risk. Furthermore, industry competition significantly strengthens the inhibitory effect of TMT stability on corporate default risk, while strategic deviance notably weakens this inhibitory effect. Heterogeneity analysis results indicate that the inhibitory effect of TMT stability on default risk is more pronounced for non‐state‐owned enterprises, firms situated in regions with higher levels of social trust, and during periods of elevated economic policy uncertainty.

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Executive turnover – Firms’ subsequent performances and the moderating role of organizational characteristics

Cited by 7 publications

References 74 publications

Can senior executive characteristics improve carbon emission performance? Evidence from China

Can senior executive characteristics improve carbon emission performance? Evidence from China

High‐performer mobility to entrepreneurship and parent‐firm performance

Top management team stability and corporate default risk: The moderating effects of industry competition and strategic deviance

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