Direct and interaction effects of top management team and board compositions on R&D investment strategy

By Yasemin Y. Kor. 2006

627 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/e690419fc9f527ca8471a7c03434c657ad8bcbc8

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Citations in the corpus

The Effect of Board Capital and CEO Power on Corporate Social Responsibility Disclosures (2016, background): “Thus, interactions between powerful CEOs and directors may inﬂu-ence the quality of board decisions (Dalton and Kesner 1987; Kor 2006).”
Advancing the Human Capital Perspective on Value Creation by Joining Capabilities and Governance Approaches (2015, background): “Kor (2006) found that entrepreneurial firms opt for higher levels of research and development (R&D) investment intensity (which is also subject to underinvestment) when managers in the firm have shared team-specific experience.”
How boards’ internal and external social capital interact to affect firm performance (2016, methodology): “Co-working experience is a valuable resource that develops over time, and which has been identified previously in the literature on workgroups and top management teams (TMT) (Kor, 2003, 2006).”
Corporate governance practices and companies’ R&D intensity: Evidence from European countries (2015, background): “…empirical contributions have analysed the impact on R&D intensity of the degree of ownership concentration (Lee and O’Neil, 2003; Tribo et al., 2007), owner identity (Hoskisson et al., 2002; Kim et al., 2008; Munari et al., 2010) or the role and composition of the board of directors (Kor, 2006).”
Research and Development, Cash Flow, Agency and Governance: UK large companies (2012, background): “The innovation literature is accumulating studies in respect of ownership structure (Calderini et al 2003; Munari et al 2010); the role of short termism and finance ( Hall 2002, O’Sullivan 2005, Demirag and Doi 2007); or of board composition and design (Munari and Sobrero 2003; Kor 2006).”
Searching for Outcomes of Leadership: A 25-Year Review (2011, background): “…leadership is frequently linked to archival sources of tangible organizational performance (e.g., Jayaraman, Khorana, Nelling, & Covin, 2000; Kor, 2006; West & Schwenk, 1996), whereas LMX, transformational, and behavioral approaches to leadership are linked to perceptual variables,…”
Corporate elite characteristics and firm's internationalization: CEO-level and TMT-level roles (2009, background): “Carpenter and Fredrickson 1998; Combs and Skill 2003 ; Kor 2006 ).”
Is Environmental Governance Substantive or Symbolic? An Empirical Investigation (2012, background): “In that regard, boards of directors have been found to closely monitor research and development (R&D) spending (Cheng 2008; Deutsch 2005, 2007; Kor 2006; Osma 2008; Tribo et al. 2007).”
Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research (2018, background): “…directors, TMT composition and innovation FF literature has considered the impact of family involvement on governance and management, yet overlooks the important issue of TMT and board of director composition, which has been shown to have direct and additive effects on innovation inputs (Kor 2006).”
Top Management Conservatism and Corporate Risk Strategies: Evidence from Managers' Personal Political Orientation and Corporate Tax Avoidance (2015, background): “Typically, when researchers examine firm-level risk taking, they focus on corporate activities related to spending (Billett and Qian, 2008; Chatterjee andHambrick, 2007; Devers et al., 2007; Kor, 2006).”