Matching Items (3)
Filtering by

Clear all filters

156514-Thumbnail Image.png
Description
By matching a CEO's place of residence in his or her formative years with U.S. Census survey data, I obtain an estimate of the CEO's family wealth and study the link between the CEO's endowed social status and firm performance. I find that, on average, CEOs born into poor families

By matching a CEO's place of residence in his or her formative years with U.S. Census survey data, I obtain an estimate of the CEO's family wealth and study the link between the CEO's endowed social status and firm performance. I find that, on average, CEOs born into poor families outperform those born into wealthy families, as measured by a variety of proxies for firm performance. There is no evidence of higher risk-taking by the CEOs from low social status backgrounds. Further, CEOs from less privileged families perform better in firms with high R&D spending but they underperform CEOs from wealthy families when firms operate in a more uncertain environment. Taken together, my results show that endowed family wealth of a CEO is useful in identifying his or her managerial ability.
ContributorsDu, Fangfang (Author) / Babenko, Ilona (Thesis advisor) / Bates, Thomas (Thesis advisor) / Tserlukevich, Yuri (Committee member) / Wang, Jessie (Committee member) / Arizona State University (Publisher)
Created2018
136278-Thumbnail Image.png
Description
The purpose of this paper is to examine the existing bodies of research on the validity and value of cognitive intelligence and emotional intelligence in relation to top management teams (TMTs) and how those relate to TMT integration and firm performance. The approach of this paper is an aggregation and

The purpose of this paper is to examine the existing bodies of research on the validity and value of cognitive intelligence and emotional intelligence in relation to top management teams (TMTs) and how those relate to TMT integration and firm performance. The approach of this paper is an aggregation and summary of empirical research to propose a theoretical model of how emotional intelligence directly relates to firm performance. Findings of several researchers show that cognitive intelligence matters to individual performance across the board and that emotional intelligence matters to leadership, team integration, and firm performance in various contexts. Practical implications are higher levels of emotional intelligence lead to high firm performance by augmenting high cognitive intelligence levels that executives already have. The unique context of top management teams provides original insight into the value of high emotional intelligence when trying to achieve TMT integration in order to reach better firm performance. Propositions and future research directions give way to further solidification of the thesis.
ContributorsBrandlin, Daniela Patricia (Author) / Peterson, Suzanne (Thesis director) / McKinnon, David (Committee member) / Barrett, The Honors College (Contributor) / Department of Management (Contributor) / Hugh Downs School of Human Communication (Contributor)
Created2015-05
137511-Thumbnail Image.png
Description
With many recent events, such as the 2008 Financial Crisis, still under heavy scrutiny from the public, the payment received by executives at some of the major US banking institutions has been at the center of a major debate: are bank executives overpaid? While many people have attempted to answer

With many recent events, such as the 2008 Financial Crisis, still under heavy scrutiny from the public, the payment received by executives at some of the major US banking institutions has been at the center of a major debate: are bank executives overpaid? While many people have attempted to answer this question, it is important to look at historical data and determine whether banks tie executive pay to the performance of the firm. The authors gathered historical 10-K data on firm performance at five major banks (Bank of America, Citigroup, JP Morgan, US Bancorp, and Wells Fargo), as well as Proxy Statement data on how top-5 executives were being paid at these banks. Correlations between how the firm performed during a given year and what the executive officers of the bank were paid were calculated, to see whether the two subjects correlated with one another. Results were mixed-certain banks drew large correlations between the pay of executives and firm performance, while other banks did not. Interpretation of such data leads to a belief that some banks rely on overall firm performance when setting pay packages for executives, while other banks do not, perhaps using internal measures of performance unknown to the public. Extensive further research could be conducted on this issue to determine what other measures might play a more prominent role when it comes to deciding pay for executives at big banks.
ContributorsScheven, Tyler (Co-author) / Mayer, Robert (Co-author) / LePine, Marcie (Thesis director) / Budolfson, Arthur (Committee member) / Sampedro, Louie (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of Management (Contributor)
Created2013-05