The proposed study examines the effect of CEO-board social connections on corporate policies. Motivated by the independent board view and collaborative board view, I propose two opposing hypotheses explaining the effect of CEO-board connections on corporate policies: monitoring hypothesis and advising hypothesis. In my first essay, I validate the two competing hypotheses of CEO-board connections by investigating the effect of CEO-board connections on monitoring and advising role of the board, and firm valuation. I find that CEO-board connections have a negative effect on board monitoring and positive effect on board advising and firm valuation. The results are robust to endogeneity concerns and different model specifications. Disentangling the Channels, I also show that the predicted effect of CEO-board connections on board monitoring and advising have opposite effects on firm valuation. Lastly, I provide evidence that the effect of CEO-board connections on firm performance is stronger in firms with high growth opportunities. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2020. / FAU Electronic Theses and Dissertations Collection

This study is designed to investigate the relationship between the age and tenure of the chief executive officer of a corporation and his participation in innovation. The chief executive is assumed to be the key participant in the innovation process. Two questions form the basis of the study, Firsts, are younger chief executives more innovative than older executives? And second, does the tenure of chief executives affect performance in innovation?

Using a sample of firms listed in China's A-share stock market, this study investigates whether the regional institutions and CEO's political connectedness will affect the listed firms' hiring and firing decisions about CEOs, and what are the channels of these effects. I find that, for state-owned enterprises, politically connected CEOs are less likely to be nominated to firms in industries with more specific knowledge, with more competition, cross-listed in Hong Kong stock exchange, and in regions with stronger institutions. However, there is no such pattern for non-SOEs. Second, as a consequence, CEOs' political connectedness of CEOs in SOEs reduces the sensitivity of their turnover to firm performance for SOEs. There is no such political connectedness effect on CEO turnover-performance sensitivity in non-SOEs. Third, the reduction on turnover performance sensitivity is mitigated by stronger institutions. The additional analysis finds evidence partially explaining why the politically connected CEOs are less likely to be dismissed because of their poor performance, that is, SOEs with politically connected CEOs can (1) get more subsidies from the governments when their performance is poor, and (2) tend to hire more employees when the regions in which they locate suffer from severe unemployment problem. / Yuan, Qingbo. / Adviser: T.J. Wong. / Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2123. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2008. / Includes bibliographical references (leaves 53-57). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

Thesis (D.P.H.)--University of Michigan.

Dissertation (D.P.H.)--University of Michigan.

Thesis (Ph. D.)--Princeton University, 1994. / Includes bibliographical references.

Definition and basic theoretic information about Corporate Governance of big industry company Description and Analyse of corporate Management, the functions of Top Management Members, their role in relationship to owners / shareholders (describtion of used tools for internal control of government, investment and tools for financial analyses)

For decades, acquisitions have been a remarkably popular and controversial phenomenon all over the world. However, little is known about how acquisition performance is affected by the characteristics of top executives of the acquiring as well as the target company. Acquisition performance can be examined both as investor reactions to acquisition announcements on the stock market and as post-acquisition performance of the newly integrated company. Drawing upon several research streams (signaling theory, the behavioral decision making perspective, the resource-based view, and social network research), this dissertation reports on three independent but interrelated studies that examine the effects of executive human and social capital characteristics on acquisition performance. / Study 1 focuses on the firm tenure of the acquiring company’s CEO and shows that investors responded to acquisition deals more favorably when the deals were made by either short- or long-tenured CEOs, especially when the CEO was also the chairperson of the board and when he/she had received higher compensation. Study 2 shifts the focus from stock market reactions to post-acquisition firm performance. This study examines post-acquisition integration in the form of knowledge contributions made by the executives from the target company who were retained in the newly integrated company. Results show that the positive effect of retention of target executives was stronger when an acquisition was unrelated and when the target firm was relatively small. Study 3 explores the effects of acquiring CEOs’ social ties on investor reactions to acquisition announcements and compares the effects between manufacturing and hospitality industries. / This dissertation contributes to both the acquisition research and the research on corporate executives. It contributes to the acquisition literature by applying a multi-stage view of acquisition performance and explicitly examining the performance implications of key decision makers’ characteristics. It also contributes to the executive effect literature by uncovering an unconventional U-shaped curvilinear relationship between executive tenure and acquisition performance. More important, the study examines the corporate governance mechanisms that may modify the executive effects on acquisition performance. / 企業收購是近幾十年來十分流行而又具有爭議的現象。然而，我們對高管的特徵如何影響企業收購的績效卻知之甚少。收購績效可定義爲收購公告發佈時股票市場的反應和收購完成之後的新公司的財務業績。本文綜合了來自信號理論、決策行爲、資源基礎理論和社會網路方面的文獻，用三個相互獨立而又相互聯繫的三個研究來檢驗高管的人力資本和社會資本對收購績效的影響。首先，本文提出，股市投資者傾向於更加歡迎那些由年資很短或者很長的首席執行官所執行的收購，尤其是當首席執行官同時是董事會主席或者薪酬水準很高的情況下。第二，本文從收購完成後，留用的目標公司高管知識貢獻的大小來考察收購後的整合。研究結果表明，在非相關收購和在兩家公司規模差異較大的情況下，目標公司高管留用對收購後財務業績的正向效應更加明顯。第三，本文還從社會資本的角度出發，探討了收購公司首席執行官的社會關係對股市反應的作用在酒店業收購和製造業收購的差異。本文對收購和公司高管研究的貢獻主要體現在以下三個方面。首先，從收購是多階段現象這一視角，本文檢驗了高管對收購績效的影響，豐富了關於收購的研究。其次，本文通過揭示在收購情形下任期與績效的U型關係，拓展了關於高管效應的研究。更重要的是，本文還考察了公司治理機制如何完善高管對收購績效的作用。 / Lin, Shanshan. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2015. / Includes bibliographical references (leaves 203-223). / Abstracts also in Chinese. / Title from PDF title page (viewed on 30, September, 2016). / Detailed summary in vernacular field only.

Conducted in Chinese organizational settings, the current study constructs a model in which leader value transmission strategies, leader identity (founder leader vs. professional manager), and follower power orientations interact to influence follower attitudes. Within the framework of leadership, the model is built on three streams of theories: value transmission theory, message learning approach, and power theory as well as research on influence strategies. / Hierarchical Multiple Regression analyses on responses of 451 employees from 28 companies reveal that (1) leaders' authoritarian strategy results in follower compliance, whereas policy-oriented and inspirational strategies lead to follower identification and internalization; (2) personalized strategies (authoritarian and inspirational) work better with founder leaders than professional managers in achieving follower identification and internalization; (3) traditional followers are more likely to comply with leaders' value transmission attempts than non-traditional followers; (4) follower traditionality attenuates the relationship between leader authoritarian behaviors and follower compliance; (5) when personalized strategies are used, followers with high traditionality/power-distance belief internalize with founder leaders but not with professional managers, whereas those with low traditionality/power-distance belief respond similarly to the two types of leaders; (6) compared to power-distance belief, traditionality appears to be more "compliance-oriented." Findings are discussed in terms of their theoretical and managerial implications as well as further research directions. / In addition to examining how leader behaviors influence follower attitudes, the study also investigates both main effects of CEO identity and follower power orientations (power-distance belief and traditionality) on follower attitudes and moderating effects of those factors on the relationships between leader behaviors and follower attitudes. CEO identity is proposed to exert impact through an attributional process, thus it interacts with personalized strategies. On the other hand, follower power-distance belief and traditionality are expected to exert an impact through the mechanism of followers' endorsement of leader-follower unequal power distribution. It is hypothesized that follower power orientations interact with position power-based strategies on corresponding outcome variables. Three-way interactions among leader behaviors, leader identity, and follower power orientations on follower attitudes are also examined in the study. / The study first identifies three strategies - authoritarian, policy-oriented, and inspirational - that Chinese CEOs may adopt to transmit their personal values in order to influence followers' values, attitudes and behaviors. Those strategies can be categorized according to two criteria: position power-based (authoritarian and policy-oriented) versus personal power-based (inspirational); and personalized (authoritarian and inspirational) versus depersonalized (policy-oriented). Corresponding measures regarding leader value transmission behaviors are developed to connect to the three types of follower attitude change: compliance, identification, and internalization (Kelman, 1958). / Liu Jun. / "July 2005." / Adviser: Pingping Fu. / Source: Dissertation Abstracts International, Volume: 67-01, Section: A, page: 0258. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (p. 129-146). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract in English and Chinese. / School code: 1307.

No description available.