Corporate Survival and Managerial Experiences During the Great Depression

By John R. Graham, Krishnamoorthy Narasimhan. 2004

148 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c67e316eb0ec3e9fd6971716b92f4d25f2385364

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Citations in the corpus

The Credit Crisis Around the Globe: Why Did Some Banks Perform Better? (2012, unknown): “…have affected performance is that once the crisis affected banks adversely, banks with better governance might have been better at coping with the crisis effectively because of better decisions (see Graham and Narasimhan (2004) for a similar perspective on how firms weathered the Great Depression).”
Nature or Nurture: What Determines Investor Behavior? (2010, unknown): “For example, Heaton and Lucas (2000) report an adjusted R of 3%, while Brunnermier and Nagel (2008) report an adjusted R of 2%.”
The relation between board size and firm performance in firms with a history of poor operating performance (2010, background): “variable, is also found by Tufano and Sevick (1997), Core et al. (1999), Fich and Shivdasani (2006), and Graham and Narasimhan (2004) , among others.”
Living through the Great Chinese Famine: Early-life experiences and managerial decisions ☆ (2018, background): “Recent studies have suggested that early-life experiences can have significant effects on people’s decisions later in life, especially if those early-life experiences involve some form of seismic event (e.g., Graham and Narasimhan, 2004; Malmendier and Nagel, 2011; Malmendier et al., 2011).”
Trade-Off and Pecking Order Theories of Debt (2007, background): “Graham and Narasimhan (2004) provide an interesting study of the Depression period.”
Growing up in a Recession (2014, unknown): “Other people think it is not the government’s responsibility, and that each person should take care of himself (they are at point 1).”
Shaped by Booms and Busts: How the Economy Impacts CEO Careers and Management Styles (2017, unknown): “For example, Jenter and Kanaan (2015) find that CEOs are significantly more likely to be fired after a bad firm performance caused by factors beyond their control.”
The Mystery of Zero-Leverage Firms (2013, unknown): “Graham and Narasimhan (2004) and Malmendier, Tate, and Yan (2011) show that CEO characteristics such as overconfidence and Great Depression experience cause managers to reduce leverage.”