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...
Saved in:
Main Author: | XIA, Qianliang |
---|---|
Format: | text |
Language: | English |
Published: |
Institutional Knowledge at Singapore Management University
2024
|
Subjects: | |
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 |
Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
Institution: | Singapore Management University |
Language: | English |
Similar Items
-
CEO humility and firm resilience
by: SHEN, Yuehua
Published: (2023) -
Frequent CEO Turnover and Firm Performance: The Resilience Effect of Workforce Diversity
by: KIM, Youngsang, et al.
Published: (2020) -
CEO curiosity and firm innovation
by: YU, Hui
Published: (2021) -
Are US family firms subject to agency problems? Evidence from CEO turnover and firm valuation
by: CHEN, Xia, et al.
Published: (2007) -
CEO turnover–performance sensitivity in private firms
by: Gao, Huasheng, et al.
Published: (2018)