Understanding CSR Champions: A Machine Learning Approach
Alona Bilokha, Mingying Cheng, Mengchuan Fu, Iftekhar Hasan
Annals of Operations Research,
forthcoming
Abstract
In this paper, we study champions of corporate social responsibility (CSR) performance among the U.S. publicly traded firms and their common characteristics by utilizing machine learning algorithms to identify predictors of firms’ CSR activity. We contribute to the CSR and leadership determinants literature by introducing the first comprehensive framework for analyzing the factors associated with corporate engagement with socially responsible behaviors by grouping all relevant predictors into four broad categories: corporate governance, managerial incentives, leadership, and firm characteristics. We find that strong corporate governance characteristics, as manifested in board member heterogeneity and managerial incentives, are the top predictors of CSR performance. Our results suggest policy implications for providing incentives and fostering characteristics conducive to firms “doing good.”
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The Chief Human Resource Officer in the C-suite: Peer Prevalence and Environmental Uncertainty
David Bendig, Kathrin Haubner, Jonathan Hoke, Sabrina Jeworrek
International Journal of Human Resource Management,
No. 11,
2024
Abstract
The chief human resource officer (CHRO) role elevates people-related matters to the apex of the firm. Why do some companies’ leading management teams place so much emphasis on human resources while others do not? The present study argues that CHROs’ presence in the C-suite is driven by firms’ imitation of industry peers’ leadership structures as a response to uncertainty. The investigation also sheds light on the moderating role of environmental factors that can influence mimetic isomorphism in HR leadership. Through a longitudinal analysis of large listed firms between 2006 and 2020, the study shows a positive relationship between the prevalence of the CHRO position among firms’ peers and a focal firm having a CHRO in its top management. The results demonstrate that certain types of uncertainty serve as boundary conditions for such copying actions: Industry growth strengthens mimicking behavior while industry dynamism weakens it. There is no clear evidence for the moderating role of industry competition. The findings contribute a neo-institutional view of human resource structures in the top management and strengthen the bond between the strategy and human resource literature.
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Do Politicians Affect Firm Outcomes? Evidence from Connections to the German Federal Parliament
André Diegmann, Laura Pohlan, Andrea Weber
IWH Discussion Papers,
No. 15,
2024
Abstract
We study how connections to German federal parliamentarians affect firm dynamics by constructing a novel dataset linking politicians and election candidates to the universe of firms. To identify the causal effect of access to political power, we exploit (i) new appointments to the company leadership team and (ii) discontinuities around the marginal seat of party election lists. Our results reveal that connections lead to reductions in firm exits, gradual increases in employment growth without improvements in productivity. Adding information on credit ratings, subsidies and procurement contracts allows us to distinguish between mechanisms driving the effects over the politician’s career.
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IWH at 2020 ASSA Annual Meeting in San Diego
IWH at 2020 ASSA Annual Meeting in San Diego Next year’s 2020 ASSA Annual Meeting , organised by the American Economic Association (AEA) on an annual basis, is going to take place…
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Archive
Media Response Archive 2021 2020 2019 2018 2017 2016 December 2021 IWH: Ausblick auf Wirtschaftsjahr 2022 in Sachsen mit Bezug auf IWH-Prognose zu Ostdeutschland: "Warum Sachsens…
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IWH Retreat Kick-off
IWH Retreat: Kick-off Meeting from Oliver Holtemöller, April 19, 2022 Dear all, On 08 and 09 June 2022, our retreat at Schwielowsee near Potsdam will take place. The motto is…
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Does Gender Affect Innovation? Evidence from Female Chief Technology Officers
Wassim Dbouk, Iftekhar Hasan, Nada Kobeissi, Qiang Wu, Li Zheng
Research Policy,
No. 9,
2021
Abstract
In this paper, we examine the impact of female Chief Technology Officers (CTOs) on corporate innovation. We find that firms with female CTOs are more innovative (as captured by both patent counts and patent citations) than firms with male CTOs. This effect is more pronounced for firms with a stronger innovation-supportive culture, firms with female CEOs, and when female CTOs are more powerful. Using mediation analyses, we further validate that female CTOs’ transformational leadership style is a plausible mechanism through which they affect innovation positively.
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Do Activist Hedge Funds Target Female CEOs? The Role of CEO Gender in Hedge Fund Activism
Bill Francis, Iftekhar Hasan, Yinjie (Victor) Shen, Qiang Wu
Journal of Financial Economics,
No. 1,
2021
Abstract
Using a comprehensive US hedge fund activism dataset from 2003 to 2018, we find that activist hedge funds are about 52% more likely to target firms with female CEOs compared to firms with male CEOs. We find that firm fundamentals, the existence of a “glass cliff,” gender discrimination bias, and hedge fund activists’ inherent characteristics do not explain the observed gender effect. We also find that the transformational leadership style of female CEOs is a plausible explanation for this gender effect: instead of being self-defensive, female CEOs are more likely to communicate and cooperate with hedge fund activists to achieve intervention goals. Finally, we find that female-led targets experience greater increases in market and operational performance subsequent to hedge fund targeting.
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“The Good News about Bad News”: Information about Past Organizational Failure and Its Impact on Worker Productivity
Sabrina Jeworrek, Vanessa Mertins, Michael Vlassopoulos
Leadership Quarterly,
No. 3,
2021
Abstract
Failure in organizations is very common. Little is known about whether leaders should provide information about past organizational failure to followers and how this might affect their future performance. We conducted a field experiment in which we recruited temporary workers to carry out a phone campaign to attract new volunteers and randomly assigned them to either receive or not to receive information about a failed mail campaign pursuing the same goal. We find that informed workers performed better, regardless of whether they had previously worked on the failed mail campaign or not. Evidence from a second field experiment with students asked to support voluntarily a campaign for reducing food waste corroborates the finding. We explore the role of leadership tactics behind our findings in a third online survey experiment. We conclude that information about past failure is unlikely to have a negative impact on work performance, and might even lead to performance improvement. Implications for future research on the relevance of leadership tactics when giving such information are discussed.
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Connecting to Power: Political Connections, Innovation, and Firm Dynamics
Ufuk Akcigit, Salomé Baslandze, Francesca Lotti
NBER Working Paper,
No. 25136,
2018
Abstract
How do political connections affect firm dynamics, innovation, and creative destruction? To answer this question, we build a firm dynamics model, where we allow firms to invest in innovation and/or political connection to advance their productivity and to overcome certain market frictions. Our model generates a number of theoretical testable predictions and highlights a new interaction between static gains and dynamic losses from rent-seeking in aggregate productivity. We test the predictions of our model using a brand-new dataset on Italian firms and their workers, spanning the period from 1993 to 2014, where we merge: (i) firm-level balance sheet data; (ii) social security data on the universe of workers; (iii) patent data from the European Patent Office; (iv) the national registry of local politicians; and (v) detailed data on local elections in Italy. We find that firm-level political connections are widespread, especially among large firms, and that industries with a larger share of politically connected firms feature worse firm dynamics. We identify a leadership paradox: when compared to their competitors, market leaders are much more likely to be politically connected, but much less likely to innovate. In addition, political connections relate to a higher rate of survival, as well as growth in employment and revenue, but not in productivity – a result that we also confirm using a regression discontinuity design.
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