CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion

By Jiatao Li, Yi Tang. 2010

1,059 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7423db41bc8e2075c0d23fd5ec41dfb686258f9e

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Citations in the corpus

CEO Narcissism and the Impact of Prior Board Experience on Corporate Strategy (2015, positive): “In addition, we controlled for market uncertainty (calculated as the standard error of the regression slope for industry sales over the previous five years, divided by the mean of industry sales over the same period) and market munificence (measured by the average growth in industry sales over the p”
Corporate Governance in China: A Meta‐Analysis (2018, background): “Similarly, Li and Tang (2010) highlight excessive managerial discretion and risk taking as a consequence of CEO duality.”
The role of information asymmetry in the choice of entrepreneurial exit routes (2014, background): “…at 1 for the secondary sector (all other sector dummies were set at 0), the nationality dummy at 1 for Germany (the Switzerland dummy was set at 0), and the values for all of the other variables at their means (see also Mishina et al., 2010) thus following best practice (Long and Freese, 2005).”
How Media Coverage of Corporate Social Irresponsibility Increases Financial Risk (2017, neutral): “For example, CEO hubris, defined as a CEO’s exaggerated self-confidence and pride, is related to excessive risk-taking (Li and Tang, 2010), and has recently been associated with CSI (Tang et al. , 2015).”
Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “Prior research has focused on how the external environment affects levels of discretion (Finkelstein and Boyd, 1998; Boyd and Gove, 2006; Li and Tang, 2010; Crossland and Hambrick, 2011) and firm-level sources of discretion (Buchholtz, Amason, and Rutherford, 1999; Quigley and Hambrick, 2012;…”
Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis (2017, positive): “When managerial discretion is high, UET predictions are more salient and organizational outcomes are more reflective of managerial team characteristics (Finkelstein & Hambrick, 1990; Li & Tang, 2010).”
Informal Entrepreneurship and Industry Conditions (2016, methodology): “Consistent with previous research (Keats & Hitt, 1988; Li & Tang, 2010; Oliva & Suarez, 2007), we employ 5 years of data from 1998 to 2002 because these years immediately precede the data collection of the Urban Informal Economy Survey in 2003.”