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more ... their own experiences and less by other directors ’ experiences when deciding acquisition emphasis and international diversification(passive) to be influenced ... byMore narcissistic CEOs
more ... the corporate strategies they experienced on other boards and less by the corporate strategies experienced by other(passive) are influenced ... bynarcissistic CEOs
more ... the corporate strategies that they witnessed on other boards , and less by the corporate strategies witnessed by other directors(passive) are influenced ... bynarcissistic CEOs
a stronger roleinfluencingcorporate behaviour on CSR
CEO tenureSetting asideCEO egos
Apr 2014Setting asideCEO egos
the overly optimistic reporting languageresultingfrom CEO narcissism
Order in Council on March 26 , 2009(passive) created byCorporate Social Responsibility ( CSR ) Counsellor
a ten - year panel datasettracking S&P500 CEO narcissism
D. Axelssonhas createdCEO at Endeavor 1ClickFactory
the impact of interlocks on interorganizational imitation of corporate strategyinfluencesthe impact of interlocks on interorganizational imitation of corporate strategy
to the financial panicmay have contributedto the financial panic
to more dynamism in a firm ’s strategy , greater number and size of acquisitions , and the more extreme its performance Crossland and Hambrick 2011leadsto more dynamism in a firm ’s strategy , greater number and size of acquisitions , and the more extreme its performance Crossland and Hambrick 2011
the takeover processto influencethe takeover process
their top managers ' attention to a discontinuous technology , an association that will also be moderated by audience engagementwill influencetheir top managers ' attention to a discontinuous technology , an association that will also be moderated by audience engagement
company - specific risk(passive) created bycompany - specific risk
a CEO to care less about the people around hercan causea CEO to care less about the people around her
firms†™ hedging behaviourinfluencesfirms†™ hedging behaviour
in “ window dressing ” activities rather than sustainable actionresultedin “ window dressing ” activities rather than sustainable action
the degree of strategic dynamism , strategic grandiosity , extreme operating results and highly fluctuating resultsinfluencedthe degree of strategic dynamism , strategic grandiosity , extreme operating results and highly fluctuating results
managerial attention to a discontinuous technologywill influencemanagerial attention to a discontinuous technology