Top management team characteristics, R&amp;D investment and capital structure in the IT industry

Chen, Hsiang‐Lan; Hsu, Wen‐Tsung; Huang, Yu-Hsi

doi:10.1007/s11187-008-9166-2

Cited by 84 publications

(76 citation statements)

References 64 publications

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“…The extant upper echelons literature related CEO demographics to a myriad of organizational processes and outcomes, such as innovation (Kitchell, 1997), R&D spending (Chen et al, 2010), internationalization (Jaw and Lin, 2009;Herrmann, 2002), strategy formation (Papadakis, 2005;Gibbons and O'Connor, 2005) and firm performance (Soriana and Castrogiovanni, 2010). However, certain processes barely received research attention, for example administrative processes and complexity, social responsibility and corporate ethics (Carpenter et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

Do management control systems in SMEs reflect CEO demographics?

Reheul

Jorissen

2014

Journal of Small Business and Enterprise Development

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Drawing on upper echelons theory, the purpose of this paper is to examine whether CEOs place their distinctive marks on the design of planning, control and evaluation systems (i.e. management control systems (MCS)) in small-and medium-sized enterprises (SMEs). Design/methodology/approach -The authors use survey data from 189 Belgian SMEs and perform regression analyses to investigate the relation between the CEO demographics tenure, education and experience and various aspects of MCS design, controlling for the classical contingent variables. Findings -CEO tenure and education are related to evaluation system design, but there is no link between CEO demographics and planning and control system design. The lack of managerial discretion concerning planning and control systems could be explained by their more external and observable character, giving rise to pressures to comply with institutional norms ("good practices"). The presence of discretion concerning the design of evaluation systems could be due to their internal character. Practical implications -Since evaluation systems are an important determinant of work-related attitudes and can lead to dysfunctional behavior, it is important for company owners and board members to consider the demographics of present or new CEOs, and to understand the associated inclinations reflected in evaluation systems. Originality/value -The authors apply a more comprehensive approach than (the few) existing SME studies by relating a larger number of CEO demographics to a more comprehensive set of MCS elements, controlling for a larger group of contingent variables. Moreover, the authors fill gaps in the upper echelons and MCS literature.

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Section: Introductionmentioning

confidence: 99%

Do management control systems in SMEs reflect CEO demographics?

Reheul

Jorissen

2014

Journal of Small Business and Enterprise Development

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“…Hadjimanolis, 2000;Barker and Mueller, 2002;Romijn and Albaladejo, 2002;Chen et al, 2010), to our knowledge only two studies deal with the relationship between founder characteristics and innovation using data of newly founded firms. The first one is the study of Lynskey (2004) that analyze the impact of the CEO characteristics based on Japanese firm-level data that were collected in 1999 and refer to technology-based firms that were founded 10 years or less before the survey, i.e.…”

Section: Introductionmentioning

confidence: 99%

What Determines the Innovation Capability of Firm Founders?

Arvanitis

Stucki

2010

SSRN Journal

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Innovative start-ups, not start-ups in general, seem to be important drivers of economic growth. However, little is known about what such firms look like. As activities of start-ups are strongly related to firm founders, we investigate this question focusing on the innovation capability of firm founders. We find that the combination of different founder characteristics such as university education (at best a combination of technical and commercial education), prior experience in R&D, and strong motivation to realize own innovative ideas increases the likelihood that a start-up has innovative activities, especially the likelihood of R&D activities, by 440%.JEL classification: M13, L26, O30.

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“…However, most of the suppliers are typically small-and medium-sized businesses with insufficient R&D investment. These R&D divisions are generally Page 12 of 42 A c c e p t e d M a n u s c r i p t encouraged to submit research papers to academic conferences frequented by engineers in related fields, and they are aware that executives often visit them to proffer advice and provide encouragement (Kor, 2006;Chen et al, 2010;Currim et al, 2012).…”

Section: Randd Intensitymentioning

confidence: 99%

“…In this article, R&D intensity is defined as the degree of such executive understanding and encouragement and the level of R&D expenditures (Kor, 2006;Chen et al, 2010;Currim et al, 2012).…”

Section: Randd Intensitymentioning

confidence: 99%