Influence of Founder—CEOs' Personal Values on Firm Performance: Moderating Effects of Firm Age and Size†
By Yan Ling, Hao Zhao, Robert A. Baron. 2007
164 citations recorded by the source corpus.
Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/e386c4daab7cf5525f560ffea77cec097b356b94
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In Accounting
In Management of Technology and Innovation
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Citations in the corpus
- Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2016, unknown): “…Sagiv, 2011 Berson, Oreg, and Dvir, 2008 Boivie, Lange, McDonald, and Westphal, 2011 Chin, Hambrick, and Trevino, 2013 Dahl, Dezso, and Ross, 2012 Ling, Zhao, and Baron, 2007 Ormiston and Wong, 2013 Affect Delgado-Garcia and De La Fuente-Sabate, 2010 Intelligence Baum and Bird, 2010 Baum, Bird,…”
- How Lead Founder Personality Affects New Venture Performance (2013, background): “The direct and indirect effects of lead founder personality characteristics, through team conflict, suggest that personality characteristics drive new venture performance, which substantiates Marcel’s (2009) observation that different executive roles in the TMT have unique impacts on firm outcomes.”
- Do Islamic Banks Employ Less Earnings Management (2013, unknown): “However, Yermack (1996) and James (1951) reported that the average board size to best enable proper interaction and decision making between either groups or top management and the board was around 6 to 8 members.”
- Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values (2010, background): “Ling, Zhao, and Baron (2007) found founders’ personal values (collectivistic and relating to novelty) to relate to the performance of entrepreneurial fi rms.”