CEO polychronicity and firm resilience
In my dissertation, I examined the effect of CEO polychronicity on firm resilience. Building on the upper echelons theory, I argue that polychronic CEOs could divide their attention to multitask, which might prevent firms with extreme risk with more information acquired and backup plans reserved; in...
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2024
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| Online Access: | https://ink.library.smu.edu.sg/etd_coll/601 https://ink.library.smu.edu.sg/context/etd_coll/article/1599/viewcontent/GPBA_AY2018_DBA_Xia_Qianliang.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | In my dissertation, I examined the effect of CEO polychronicity on firm resilience. Building on the upper echelons theory, I argue that polychronic CEOs could divide their attention to multitask, which might prevent firms with extreme risk with more information acquired and backup plans reserved; in addition, polychronic CEOs should be more capable of handling the threats and disruptions. Thus, polychronic CEOs help build firm resilience. In addition, I propose the six moderators that could influence the effect of CEO polychronicity on firm resilience including market competition, market complexity, innovation capability, financial slack, TMT size and CEO duality. I collected data from CEOs and top managers in private small-to-medium firms in China, who are alumni of DBA or EMBA programs of Shanghai Jiao Tong University and found support for most of the hypotheses. My studies contribute to the upper echelon studies as well as research on firm resilience. |
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