Innovation effects of academic executives: Evidence from China

Ju, Xiaosheng; Jiang, Shengjun; Zhao, Qifeng

doi:10.1016/j.respol.2022.104711

Cited by 27 publications

(18 citation statements)

References 92 publications

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“…Prior research has noted the impact of academic CEOs on market‐oriented strategic decisions (e.g. firm innovation) (Ju et al, 2023; Li et al, 2022; Zhao et al, 2022). However, However, we still know very little about what impact academic CEOs will have on CSIR.…”

Section: Discussionmentioning

confidence: 99%

“…First, this study expands the literature on academic CEOs by incorporating CSIR, a nonmarket strategy, into the theoretical framework for the first time. The economic effects of academic decision‐makers on firms have been explored in the past, but these studies have primarily concentrated on market‐based strategies, such as financial decisions, innovation decisions and M&A decisions (Ju et al, 2023; Shen et al, 2020; Zhao et al, 2022). Admittedly, although a few scholars have begun to focus on the impact of academic decision‐makers on corporate social responsibility (CSR)(Ma et al, 2020), we still have little understanding of the impact of academic decision‐makers on CSIR.…”

Section: Discussionmentioning

confidence: 99%

“…Third, we broaden the existing framework of academic decision‐makers and corporate strategy decisions (Ju et al, 2023; Ma et al, 2020; Shen et al, 2020). Scholars have focused on the weighting factors that influence the relationship between academic decision‐makers and strategic decisions or performance, for example, external supervision (Ma et al, 2019), nature of the firm (Li et al, 2022; Ma et al, 2020) and the rate of firm growth (Shen et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…The upper echelons theory (Hambrick & Mason, 1984) states that decision‐makers' experience profoundly influences their thought processes and values, which in turn significantly affects how the companies they lead make decisions (Hambrick, 2007; Hambrick & Mason, 1984). Based on this theory, prior research has found that academic decision‐makers can effectively predict market strategies or outcomes such as firm innovation (Ju et al, 2023; Shen et al, 2020), IPO discounts (Zhao et al, 2022), financial reporting quality (Ma et al, 2019) and M&As (Li et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…By doing so, this study also directly addresses Markoczy et al's (2022) call for additional research to comprehensively understand the role of CEOs in CSIR. Our final contribution is to the contingency research literature on academic CEOs (Ju et al, 2023; Ma et al, 2020; Shen et al, 2020). Previous studies have focused on the moderating effects of factors such as external supervision (Ma et al, 2019), the nature of the firm (Li et al, 2022; Ma et al, 2020) and the rate of firm growth (Shen et al, 2020) on the relationship between academic decision‐makers and strategic decisions or performance.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Do academic CEOs influence corporate social irresponsibility? The moderating effects of negative attainment discrepancy and slack resources

Ren

Zhong

Wan

2023

Business Ethics Env & Resp

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Academic experience has been found to significantly impact on the attitudes and behaviors of managerial decision-makers, which in turn influences corporate strategic decisions. However, the impact of academic decision-makers on corporate ethical decisions, particularly corporate social irresponsibility (CSIR), has yet to receive due attention to date. In this study, we integrate the upper echelons theory and managerial discretion literature to examine whether and when academic CEOs (CEOs with academic experience) influence corporate social irresponsibility (CSIR). First, we suggest that academic CEOs discourage CSIR because they have higher moral standards; thus, their companies are less likely to engage in CSIR activities. In addition, we propose that negative attainment discrepancy (slack resources) reduces (enhances) academic CEOs' managerial discretion to incorporate their ethical preferences into their decisions, thereby weakening (enhancing) the above relationship. This study is the first to examine the relationship between academic CEOs and CSIR. Additionally, the empirical findings of this study offer crucial insights for shareholders and policymakers to prevent or mitigate CSIR effectively.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Do academic CEOs influence corporate social irresponsibility? The moderating effects of negative attainment discrepancy and slack resources

Ren

Zhong

Wan

2023

Business Ethics Env & Resp

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Do academic executives influence corporate ESG performance? Evidence from China

Wang,

Liang,

Huang

et al. 2024

Corp Soc Responsibility Env

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Academic executives exert a unique influence on Chinese corporate governance. By integrating upper echelons and imprinting theories, our study highlights the significant role of academic executives in improving corporate ESG performance, especially those with a background in scientific disciplines and experience in universities and research institutions. Our analysis shows that academic executives improve ESG performance by promoting ESG decision synergy within management teams, mitigating financial constraints, and promoting green innovation. Moreover, our investigation suggests that academic executives' expertise in ESG issues positively moderates their influence on ESG performance, while their levels of power and compensation exhibit an inverted U‐shaped moderating effect. Further tests show that academic executives reduce greenwashing scores and issue more accurate performance predictions after ESG improvements driven by academic executives, debunking the notion that such improvements are merely cosmetic. In light of these findings, we argue for greater involvement of academics in corporate functions and call on them to act as leaders and advocates for sustainability, driving improvements in corporate ESG performance.

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Can digital transformation reduce R&D investment disruption during the top executive transition period?

Deng,

Hou,

Shen

2024

Manage Decis Econ

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This study examines whether digital transformation can reduce research and development (R&D) investment disruption during the top executive transition period. Using panel data of A‐listed firms in China from 2007 to 2021, we find that top executive turnover (TET) generally leads to a remarkable reduction in R&D investment, while digital transformation can significantly mitigate the negative impact of TET on R&D investment. Moreover, the smooth management transition effect of digital transformation is more pronounced for firms with outside succession and high organizational complexity. We further divide R&D investments into exploratory and exploitative R&D investments. Compared to exploitative R&D investment, exploratory R&D investment is more adversely affected by TET, and digital transformation has a positive moderating effect on the relationship between them. Our findings suggest that digital transformation enables companies to maintain continuous R&D investment during the top executive transition by improving communication efficiency and enhancing organizational learning.

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Innovation effects of academic executives: Evidence from China

Cited by 27 publications

References 92 publications

Do academic CEOs influence corporate social irresponsibility? The moderating effects of negative attainment discrepancy and slack resources

Do academic CEOs influence corporate social irresponsibility? The moderating effects of negative attainment discrepancy and slack resources

Do academic executives influence corporate ESG performance? Evidence from China

Can digital transformation reduce R&D investment disruption during the top executive transition period?

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