中文目錄?（機翻）
1.高管背景研究的文獻回顧（JoM2023）
2.CEO入職前經(jīng)歷、風險承擔和企業(yè)創(chuàng)新（JoM2023）
3.董事會斷層線與CEO解雇（JoM2023）
4.人生苦短：經(jīng)理人失親與企業(yè)投資決策（RF2023）
5.CEO情緒和企業(yè)社會責任（SMJ2023）
6.經(jīng)理人文化淵源和經(jīng)濟沖擊下的企業(yè)應對（JCF2023）
7.CEO知青下鄉(xiāng)經(jīng)歷與企業(yè)環(huán)境責任（JBE2023）

1.The Background on Executive Background: An Integrative Review

This study reviews several decades of research on the topic of executive background, defined here as the total of an executive's “experience, knowledge, and education.” We consider work from both management and nonmanagement sources and from both macro and micro sources within management. Our review of 216 published empirical articles is structured around a series of widely studied executive background characteristics and categories, including tenure, functional background, knowledge and education, outsider/insider status, other professional experiences, and experiences outside the workplace. This narrative review is underpinned and informed by an inductively derived framework comprised of five key dimensions that represent distinct ways in which specific experiences can be conceptualized: visibility, timing, frequency, discreteness, and agency. We conclude our narrative review with a quantitative, bibliometric analysis illustrating some of the key patterns within the most recent work in this domain. Finally, we use the insights arising from our review to provide a set of theoretical and methodological recommendations for future work in this area.

2.Back to School: CEOs’ Pre-Career Exposure to Religion, Firm's Risk-Taking, and Innovation

Recent research has shown that a CEO's personal experiences in his or her early days have an influence on his or her decision-making as an executive later on. Our study extends this emerging stream of research by examining how CEOs’ pre-career exposure to religion affects their firms’ risk-taking and subsequent innovation performance. Drawing upon developmental psychology research and imprinting theory, we argue that CEOs who have attended a religious college are more likely to develop or reinforce their risk-averse mentality. This carries over to their professional life when they are in a top management position, and it leads to less risk-taking behavior in their firms and ultimately a lower level of firm innovation. Using a large sample of U.S. publicly listed companies, we find strong support on our hypotheses: Firms managed by CEOs who attended a religious college tend to be less risk-taking; this effect is stronger when the firm has more board members with pre-career exposure to religion; in addition, the firm's risk-taking behavior mediates the negative relationship between CEO pre-career religious exposure and firm innovation. We discuss the implications of our study for the strategic leadership literature, firm's risk-taking, and innovation research. Recent research has shown that a CEO's personal experiences in his or her early days have an influence on his or her decision-making as an executive later on. Our study extends this emerging stream of research by examining how CEOs’ pre-career exposure to religion affects their firms’ risk-taking and subsequent innovation performance. Drawing upon developmental psychology research and imprinting theory, we argue that CEOs who have attended a religious college are more likely to develop or reinforce their risk-averse mentality. This carries over to their professional life when they are in a top management position, and it leads to less risk-taking behavior in their firms and ultimately a lower level of firm innovation. Using a large sample of U.S. publicly listed companies, we find strong support on our hypotheses: Firms managed by CEOs who attended a religious college tend to be less risk-taking; this effect is stronger when the firm has more board members with pre-career exposure to religion; in addition, the firm's risk-taking behavior mediates the negative relationship between CEO pre-career religious exposure and firm innovation. We discuss the implications of our study for the strategic leadership literature, firm's risk-taking, and innovation research.

3.Faults and Faultlines: The Effects of Board Faultlines on CEO Dismissal

On the basis of the view that the board’s evaluation of the CEO is determined by the board decision-making as a group, we adopt the faultline approach to analyze group dynamics in the board. Faultlines can split a board based on the alignment of multiple attributes of individual directors and potentially create subgroups within the board. In this study, we argue that different types of faultlines have distinct effects on board decision-making. Specifically, we predict that demographic faultlines can increase conflicts among directors, hampering the board’s ability to decide on CEO dismissal when firm performance is below the aspiration level. On the other hand, information-based faultlines can facilitate exchange of diverse knowledge and elaboration of alternative perspectives, which can improve the board’s ability to dismiss a CEO when firm performance is below the aspiration level. Our analysis of S&P 500 boards supports our prediction that board faultlines based on demographic attributes of directors significantly reduce the board’s ability to fire the CEO when firm performance is below the aspiration level, whereas faultlines based on information-related attributes magnify the board’s ability to dismiss a poor-performing CEO. By demonstrating different effects of faultlines based on heterogenous types of director attributes, this study contributes to the board faultline literature. We also contribute to CEO dismissal research by showing how group dynamics of boards moderates the relationship between firm performance and CEO dismissal.

4.Life is Too Short? Bereaved Managers and Investment Decisions

We examine whether bereavement affects managerial investment decisions in large organizations using the exogenous events of managers’ family deaths. We find evidence that bereaved managers take less risk in separate samples of mutual funds and publicly traded firms. Mutual funds managed by bereaved managers exhibit smaller tracking errors, lower active share measures, and higher portfolio weights on larger stocks after bereavement events. Firms managed by bereaved CEOs exhibit lower capital expenditures and fewer acquisitions after bereavement events. Further analyses support the emotion-driven explanation over other explanations. The risk shifting by bereaved managers has negative implications on the performance of funds and firms that they manage.

5.Does CEO emotion matter? CEO affectivity and corporate social responsibility

While prior research has generated meaningful insights into the antecedents of firms' corporate social responsibility (CSR), little attention has been devoted to examining the influence of CEO affectivity—a relatively stable tendency to experience positive or negative emotions. This study explores how CEO positive affectivity (PA) and negative affectivity (NA) may be related to firms' CSR activities. Specifically, we contend that CEO PA is positively related to CSR, whereas CEO NA is negatively related to CSR. We further investigate how CEO social capital may moderate the relationship between CEO affectivity and CSR. Our results support our hypotheses, suggesting the unique role of CEO emotions in CSR research.

6.Managers' cultural origin and corporate response to an economic shock

We exploit the exogenous Covid-19 shock in a bicultural area of Italy to identify cultural differences in the way companies respond to economic shocks. Firms with managers of diverse cultural backgrounds resort to different forms of government aid, diverge in their investment decisions, and have different growth rates. These findings are consistent with cultural differences in time preferences and debt aversion. Specifically, we find that the response of managers belonging to a more long-term oriented culture is characterized by a lower recourse to debt, more investments and higher growth rates. Overall, our results show that the cultural origin of managers significantly affects firms' reaction to economic shocks and real economic outcomes.

7.Do CEOs with Sent-Down Movement Experience Foster Corporate Environmental Responsibility

As environmental issues have become increasingly prominent around the world, corporate environmental responsibility has begun to attract more attention. As the decision-makers of firms, top executives play an important role in the environmentally ethical behavior of their corporations. Few studies, however, have explored the motivations behind corporations’ environmentally responsible behavior from the perspective of how CEOs’ early experiences shape their decisions. This paper explores the impact that CEOs who experienced the Send-down movement have on their companies’ environmentally responsible behavior and the boundary conditions of this impact from the perspective of the imprinting theory. Based on the data of listed Chinese companies from 2009 to 2020, we have found that CEOs who were themselves “Sent-down youth” have a positive impact on corporate environmental responsibility. For firms with a higher proportion of state ownership and CEOs with Chinese Communist Party membership, the relationship between experience with the Send-down movement and corporate environmental responsibility is strengthened, whereas a higher level of market competition weakens the relationship. This article enriches and deepens the research on the imprinting theory, and it also has certain practical implications for firms that hire top executives with unique types of early experiences to promote business ethics improvement.