Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/96102
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dc.contributorDepartment of Management and Marketing-
dc.creatorTang, Yen_US
dc.creatorLi, Jen_US
dc.creatorLiu, Yen_US
dc.date.accessioned2022-11-07T03:36:57Z-
dc.date.available2022-11-07T03:36:57Z-
dc.identifier.issn1548-0518en_US
dc.identifier.urihttp://hdl.handle.net/10397/96102-
dc.language.isoenen_US
dc.publisherSAGE Publicationsen_US
dc.rightsThis is the accepted version of the publication/This is the original submission of the publicationTang, Y., Li, J., & Liu, Y. (2016). Does Founder CEO Status Affect Firm Risk Taking? Journal of Leadership & Organizational Studies, 23(3), 322–334. Copyright © The Authors 2015. DOI: 10.1177/1548051815623736en_US
dc.subjectChinese firmsen_US
dc.subjectFounder CEOsen_US
dc.subjectOverconfidenceen_US
dc.subjectRisk takingen_US
dc.subjectUpper echelons theoryen_US
dc.titleDoes founder CEO status affect firm risk taking?en_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage322en_US
dc.identifier.epage334en_US
dc.identifier.volume23en_US
dc.identifier.issue3en_US
dc.identifier.doi10.1177/1548051815623736en_US
dcterms.abstractGrounded in the strategic leadership literature and upper echelons theory, this study proposes that founder CEOs tend to take more risks than agent CEOs because of the former’s overconfidence. We further suggest that the relationship between founder CEO status and firm risk taking can be moderated by certain internal or external factors that influence just how overconfident a CEO might be. Our theoretical predictions are well supported by a large survey data set on Chinese CEOs. Specifically, the positive relationship between founder CEO status and firm risk taking weakens when the CEO is younger, when the CEO also chairs the board of directors, and when the CEO’s task environment is less uncertain, less complex, and more munificent.-
dcterms.accessRightsopen accessen_US
dcterms.bibliographicCitationJournal of leadership and organizational studies, Aug. 2016, v. 23, no. 3, p. 322-334en_US
dcterms.isPartOfJournal of leadership and organizational studiesen_US
dcterms.issued2016-08-
dc.identifier.scopus2-s2.0-84977572936-
dc.identifier.eissn1939-7089en_US
dc.description.validate202211 bckw-
dc.description.oaAccepted Manuscripten_US
dc.identifier.FolderNumberRGC-B3-1238-
dc.description.fundingSourceRGCen_US
dc.description.fundingSourceOthersen_US
dc.description.fundingTextThe Hong Kong Polytechnic Universityen_US
dc.description.pubStatusPublisheden_US
dc.description.oaCategoryGreen (AAM)en_US
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