• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.5
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• pp.85-98
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• 2024

Since special listed companies are listed under relaxed conditions in management performance and market evaluation, if they do not continue to grow after listing, the damage to investors will inevitably increase. In addition, since special listed companies have a smaller company size than general listed companies, CEOs are inevitably more important in establishing corporate strategies. Therefore, this study empirically analyzed the characteristics of CEOs that affect R&D investment and corporate value of special listed companies from the perspective of behavioral finance theory. As a result of verifying the characteristics of CEOs who influence R&D investment through interactions with specially listed companies, it has a positive effect on R&D if the CEO is male, a natural science major, or a former investment company. In addition, the characteristics of CEOs who influence corporate value through interactions with variables of specially listed companies positively affected R&D if the CEO is male and has an academic background. The characteristics of CEOs who influence R&D investment and corporate value through interactions with specially listed companies are different from those of single variables in gender, education, major, and career variables excluding age, indicating that specially listed companies play a role as a control variable that affects R&D investment and corporate value through interaction with CEO characteristics. This study supplemented the limitations of the existing CEO theory and verified that age, gender, education, major, and career, which are CEO characteristics from a behavioral finance perspective, can be explanatory variables that reflect psychological differences in individual abilities. In addition, it is expected to contribute to research on corporate sustainability by providing implications for predicting the characteristics of CEOs who have high influence on R&D investment and corporate value of specially listed companies.

• Knowledge Management Research
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• v.21 no.1
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• pp.79-98
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• 2020

The majority of research on institutional theory suggests that the new institutional practices presented by national governments and expert groups is a legitimate demand by society, and that the organization is a passive actor that accepts it. However, individual organizations often perform so-called decoupling acts that run their organizations in their own way instead of following the way the system requires, despite the pressures of a strong institutional environment. In this study, the decoupling behavior of these organizations can be varied by the characteristics of the highest decision maker in the organization based on the upper-echelon theory(UET) even if there is no difference in pressure experienced by individual organizations, and their relationship is empirically analyzed among secondary educational institutions that are relatively strongly regulated by the government. According to the analysis of 192 high schools in Korea, the female principal, the younger the principal, and the higher the educational background, the more likely they are to engage in decoupling behavior that are different from the intent and content of government policies. Therefore, from the results of this study, meaningful theoretical and practical implications can be provided for researchers and managers in the field of knowledge management research.

• The Journal of Economics, Marketing and Management
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• v.8 no.2
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• pp.27-38
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• 2020

Purpose: Strategic management scholars have investigated the effects of corporate social responsibility (CSR) on firm financial performance, identifying various impacts of CSR activities showing conflicting results. Meanwhile, relatively less attention has been paid to the antecedents of CSR activities. According to upper echelons theory, organizational outcomes are predicted by characteristics of CEOs and top management team members. Corporate social responsibility is a type of organizational outcome influenced by such top leader characteristics and choices. Recognizing the importance of exploring new antecedents of CSR activities, I examine whether CEO humility affects CSR outcomes. Research design, data and methodology: The KEJI index was set as a dependent variable to measure CSR activities. Among the 200 sample companies registered in the KEJI database in 2014, 85 companies were finally selected and analyzed to measure CEO humility, as independent variable. I also examine the moderating effects of firm slack on the relationship between CEO humility and CSR activities. Results: There is a positive relationship between CEO humility and corporate social responsibility activities and this relationship is negatively moderated by firm slack. Conclusions: This paper contributes to understanding positive impacts of having humble CEOs on corporate social responsibility outcomes and recognizes the role of firm slack.

• The Journal of the Korea Contents Association
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• v.13 no.5
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• pp.377-386
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• 2013

The purposes of this study is to examine the effect of fitness Among Characteristics of CEO, Company's innovation and Management Control on Organization Performance. CEO characteristics are investigated by the risk-taking propensity, need for achievement. Company's Innovation are measured by product innovation, technological innovation. Management control are applied by action control and result control. Organization performances are analyzed by internal performance, growth performance, financial performance. the research methodology applied in this paper is contingency theory by Drazin and Van de Ven(1985) - selective approach, Interaction approach, system approach. This paper was applied by the Three way interaction term among CEO characteristics, Company's Innovation and Management control to analyze the influences to the organization performances. As a result of this paper, there are the differences between Two way interaction terms or three way interaction terms to affect the organization performances. this paper can confirm the desirable combinations between two or three variables(CEO characteristics, Company's Innovation and Management control) to affect significantly to the particular organization performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.1
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• pp.13-17
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• 2013

Leadership is one of the most widely explored subjects in the field of management. A variety of papers on leadership, however, still have insufficient aspects to reveal the theoretical logic about the CEO leadership itself. Such research, especially focused on organizational performance, tend to concentrate on the CEO's behavior rather than leadership because CEO's behavioral trait as an explanatory variable is useful to connect with firms' performance. Our purpose is to show how the characteristic of CEO leadership can be built at the organizational level. For a detail, the larger the firms' size, the greater the degree of CEO's charismatic leadership. The larger the degree of a firm's diversification, the greater the degree of the CEO's transformational leadership. And the less the degree of a firm's diversification, the greater the degree of the CEO's transactional leadership. This theoretical paper on CEO leadership suggests that the characteristics of CEO should be adaptable to the changing institutions and organizational environments.

• The Korean Fashion and Textile Research Journal
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• v.21 no.6
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• pp.766-775
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• 2019

This study investigated the appearance management aspects of middle-aged male CEO's based on Bourdieu's class theory. We conducted in-depth interviews with male CEOs in their 40s and 50s to understand the characteristics of appearance management in terms of economic, cultural and social capital. We found that they acquire educational capital based on their parents' economic capital and form their own cultural capital as adults. They had the characteristics of Petit Brujois, which aimed for a higher class. The characteristics of differentiation based on appearance management identified three results came from solidifying one's class position: clothing management, diversifying and upgrading appearance management, and pursuing their own ideal image. The influence of social network and cultural capital was also observed in appearance management. This study explored the characteristics of discriminatory appearance management through an in-depth study of middle-aged male CEOs as well as contributed to understanding the context of capital and appearance management by applying Bourdieu's class theory. In addition, this study provides basic data that can be referred to a design and marketing direction for the men's clothing market by providing information on male consumers with high purchasing power.

• Knowledge Management Research
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• v.13 no.4
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• pp.31-54
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• 2012

This study examines whether employees' legitimacy perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB). It also investigates whether CEO's visionary leadership can moderate this causal relationship. CSR legitimacy is defined in the current study as employees' personal beliefs about the appropriateness of corporate CSR activities. In fact, employees evaluate the appropriateness of CSR activity based on its consistency with corporate philosophy (e.g. corporate mission, vision, and values) which functions as employees' referencial belief structure. If CSR activity is perceived as one of firm's effort to fulfill its mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are congruent, employees will consider firm's CSR activity as legitimate. If, however, employees think that CSR activity is not congruent with firm's mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are inconsistent, they will perceive that CSR activity of their firm is not legitimate. In the current study, we propose that employees who perceive that the CSR activity of their firm is legitimate are more likely to engage in OCB. In addition, we hypothesize that CEO's visionary leadership can strengthen the positive effect of employees' perception of CSR legitimacy on their OCB. We tested these hypotheses with the sample of 383 employees from 32 companies listed on DJSI (Dow Jones Sustainability Index) Korea 2009. We employed the HLM (hierarchical linear modeling) program to decompose the multi-level random effects. We found that CSR legitimacy perceptions of employees increase employees' OCB and that CEO's visionary leadership moderates this relationship. We discussed implications of these findings in more detail.

• Journal of Venture Innovation
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• v.6 no.2
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• pp.21-39
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• 2023

The study investigates the impact of family ownership heterogeneity on the internationalization decisions of family-owned enterprises from ICT sectors in South Korea. The study uses prospect theory to explore the relationship between ownership structure and internationalization. The study finds that as performance improves, the ultimate owner (CEO) is negatively related to internationalization, while other family members are positively related, demonstrating the heterogeneous behavior of family members. The study suggests that the ultimate owner (CEO) tends to avoid risks associated with internationalization, while other family members are willing to take risks. To better understand the various risk behaviors of family firms regarding internationalization, the inherent heterogeneity of family firms, particularly in light of different risk behaviors between the ultimate owner (CEO) and other family members, may explain the inconsistent results in studies on the effect of family ownership on internationalization.

• Management & Information Systems Review
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• v.35 no.3
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• pp.155-171
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• 2016

Separation of management with ownership induces the agency problems between CEO and shareholders of Chinese firms. To solve this problem Chinese government has enforced the "stock incentive management law for stock listed companies" since 2006. However, it has not been clear that this law is beneficial to reduce the agency cost and thus to increase the performance of Chinese firms. This study aims to answer this question. It is specifically designed to explore the effects of CEO's stock incentive on the performance of Chinese firms. It also examines the moderating effects of the characteristics of the board of directors on this relationship. Using a multi-year sample (2008-2014), we found that CEO's stock incentive is positively related to firm's performance. We also found that the equity stakes of board members strengthens the positive relations between CEO's equity incentives and firms' performance. On the other hand, contrary to expectations, the independency of the board of directors does not significantly moderate the relationship between CEO's equity incentives and firms' performance. Based on the findings, this study provides valuable implication for theory and practice.

• Analyses & Alternatives
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• v.5 no.2
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• pp.39-76
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• 2021

This article examines the effect of CEO's political connections on firm performance in Chinese private firms. Following the upper echelon theory and human capital theory, CEO's personal characteristics affect the strategic decision-making of the firm, and it is also firm-specific advantages that work as the human capital for the sustainable growth of the firm. In this regard, this article tries to empirically confirm whether CEO's political connections have positive effects on firm performance as the firm's human capital by dividing the Chinese local governments, which is a direct subject of political connections hierarchically. In addition, this research examines the mediating effects of government subsidies between political connections and firm performance. To verify these questions, we use a sample of 9,849 observations of 1,451 private firms listed on the Shanghai and Shenzhen stock exchanges from 2008 to 2016, the results show that the CEO's political connections are positively related to firm performance. Moreover, we find that only political connections with the provincial local government had a positive effect on firm performance. It indicates that values and influences of human capital held by CEOs only affect when they are related to the highest local government. Finally, when CEOs have political connections with city-level, it shows complete mediating effect. It provides empirical evidence to find that CEO's political connections affect firm performance as the results of non-market strategic of firms.