CEO Characteristics and Firm R&D Spending

By Vincent L. Barker, George C. Mueller. Management Sciences, 2002

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Acquisition Premiums, Subsequent Workforce Reductions and Post-Acquisition Performance (2007, neutral): “previous research (Barker and Mueller, 2000; Baysinger et al., 1991), we computed the H.”
Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market (2017, background): “…be comprised of members from different disciplines including accounting, ﬁnance, marketing, information systems, engineering, humanity, legal issues and other related areas that inﬂuence the decision-making process (Vo and Phan 2013; Manner 2010; Barker and Mueller 2002; Krishnan et al. (2011)).”
Difference in Degrees: CEO Characteristics and Firm Environmental Disclosure (2014, positive): “Executives with legal degrees are often criticized for their conservative approach to business activities (Barker and Mueller, 2002) or caricatured as worry-warts and nay-sayers who obsess about risk (Langevoort and Rasmussen, 1996).”
An Integrated Agency-Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D Spending (2011, background): “Interestingly, some TMT scholars find evidence that college degrees do not predict R&D (Barker and Mueller, 2002), whereas others find that executives with higher levels of education promote more innovation in the firms they run (Bantel and Jackson, 1989) and allocate more money to R&D (Schoenecker…”