Can Executive Academic Experience Help Companies Improve Their Innovation? Empirical Study of Chinese Listed It Companies
In recent years, as the largest emerging market, China's economic development has gradually shifted from the high growth stage to the high-quality development stage. Company is an essential micro-subject of macroeconomic activities, and an entrepreneur's academic background is a critical factor in achieving high-quality corporate development. This study takes the data of IT listed companies in China from 2012 to 2017 as the sample, Screening research samples based on academic experience requirements based on requirements for current or former teaching and research positions in universities, then makes an empirical analysis on the connection between academic executives and companies innovation ability. The results indicate that there is a significant positive correlation between executive academic experience and company’s innovation ability, i.e., academics-type. There is also a significant positive correlation between the average tenure of executives and innovation ability, which still holds after robustness test. Researching the relationship between the academic experience of the executives of listed companies and their innovation ability can not only enrich the research on the characteristics of senior management team, but also provide theoretical guidance for the construction of senior management team, and provide a few suggestions for the improvement of innovation ability and the formulation of government-related policies.
Amunkete, S., & Rothmann, S. (2015). Authentic leadership, psychological capital, job satisfaction and intention to leave in state-owned enterprises. Journal of Psychology in Africa, 25(4), 271-281.
Buckley P.J., Clegg L.J., Cross A., Liu X., Voss H., Zheng P.(2010).The Determinants of Chinese Outward Foreign Direct Investment. In: Foreign Direct Investment, China and the World Economy. Palgrave Macmillan, London.
Chen, J., Zhu, Z., & Yuan Xie, H. (2004). Measuring intellectual capital: a new model and empirical study. Journal of Intellectual capital, 5(1), 195-212.
Chon, M. (2017). Trademark goodwill as a public good: brands and innovations in corporate social responsibility. Lewis & Clark L. Rev., 21, 277.
Cui, Y., Zhang, Y., Guo, J., Hu, H., & Meng, H. (2019). Top management team knowledge heterogeneity, ownership structure and financial performance: Evidence from Chinese IT listed companies. Technological Forecasting and Social Change, 140, 14-21.
Damanpour, F., & Schneider, M. (2006). Phases of the adoption of innovation in organizations: effects of environment, organization and top managers 1. British journal of Management, 17(3), 215-236.
Erickson, B. H. (2017). Good networks and good jobs: The value of social capital to employers and employees. In Social capital (pp. 127-158). Routledge.
Forbes, D. P. (2005). The effects of strategic decision making on entrepreneurial self–efficacy. Entrepreneurship theory and practice, 29(5), 599-626.
Hinterhuber, A. (2004). Towards value-based pricing—An integrative framework for decision making. Industrial Marketing Management, 33(8), 765-778.
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of management review, 9(2), 193-206.
Hollenbeck, J. R., & Jamieson, B. B. (2015). Human capital, social capital, and social network analysis: Implications for strategic human resource management. Academy of Management Perspectives, 29(3), 370-385.
Huang, T., & GE, Y. H. (2018). Impact of overseas experience of top management team on enterprises’ innovation performance: the empirical study of information technology listed companies.
Jinhua, Z. (2010).Top Management Team Demographics, Social Capital and Corporate Performance(Doctoral dissertation, Huazhong University of Science and Technology, Wuhan, China). Retrieved from http://www.hust.edu.cn/
Kaplan, R. B., Murdock, L., & Ostroff, F. (1991). Core process redesign. The McKinsey Quarterly, (2), 27-44.
Kaplan, R. S., & Norton, D. P. (2001). Transforming the balanced scorecard from performance measurement to strategic management: Part I. Accounting horizons, 15(1), 87-104.
Kenney, M., Breznitz, D., & Murphree, M. (2013). Coming back home after the sun rises: Returnee entrepreneurs and growth of high tech industries. Research Policy, 42(2), 391-407.
Liu, F. C., Simon, D. F., Sun, Y. T., & Cao, C. (2011). China's innovation policies: Evolution, institutional structure, and trajectory. Research Policy, 40(7), 917-931.
Lämsä, A. M., & Takala, T. (2000). Downsizing and ethics of personnel dismissals—the case of Finnish managers. Journal of Business Ethics, 23(4), 389-399.
Lee, T. S., & Tsai, H. J. (2005). The effects of business operation mode on market orientation, learning orientation and innovativeness. Industrial Management & Data Systems, 105(3), 325-348.
Li, Y., Zhao, Y., & Liu, Y. (2006). The relationship between HRM, technology innovation and performance in China. International journal of manpower, 27(7), 679-697.
Lopez-de-Silanes, F. (2017).The rise and decline of nations: the dynamic properties of institutional reform. https://doi.org/10.1017/S1744137417000017
Mo. J. (2016).Research on the Impact of Overseas Background of Senior Management Team on Enterprise Innovation Performance(Master’s thesis, Dalian University of Technology,Dalian,China).Retrieved from https://search.cn-ki.net/
Menguc, B., & Auh, S. (2006). Creating a firm-level dynamic capability through capitalizing on market orientation and innovativeness. Journal of the academy of marketing science, 34(1), 63-73.
Matthyssens, P., Vandenbempt, K., & Berghman, L. (2006). Value innovation in business markets: Breaking the industry recipe. Industrial Marketing Management, 35(6), 751-761.
Mom, T. J., Fourné, S. P., & Jansen, J. J. (2015). Managers’ work experience, ambidexterity, and performance: The contingency role of the work context. Human Resource Management, 54(S1), s133-s153.
Opper, S., Nee, V., & Holm, H. J. (2017). Risk aversion and guanxi activities: A behavioral analysis of CEOs in China. Academy of Management Journal, 60(4), 1504-1530.
Porter, M. E., & Kramer, M. R. (2019). Creating shared value. In Managing sustainable business (pp. 323-346). Springer, Dordrecht.
Peterson, R. (2004). Crafting information technology governance. Information systems management, 21(4), 7-22.
Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal of management studies, 46(4), 597-624.
Teece, D. J. (2010).Technological Innovation and the Theory of the Firm: The Role of Enterprise-Level Knowledge, Complementarities, and (Dynamic) Capabilities.https://doi.org/10.1016/S0169-7218(10)01016-6
Tan, J. (2001). Innovation and risk-taking in a transitional economy: A comparative study of Chinese managers and entrepreneurs. Journal of Business Venturing, 16(4), 359-376.
Wang. L. (2014).Research on the Relationship between Demographic Characteristics of Senior Management Team and Corporate Performance-An Empirical Analysis Based on GEM Listed Companies (Master’s thesis, Southwestern University of Finance and Economics, Chengdu, China).Retrieved from http://www.swufe.edu.cn/
Wright, M., Clarysse, B., Lockett, A., & Knockaert, M. (2008). Mid-range universities’ linkages with industry: Knowledge types and the role of intermediaries. Research policy, 37(8), 1205-1223.
Zhou, H. (2018).The impact of human capital of returnee CEOs and senior management teams on corporate innovation (Master’s thesis, Hunan University, Changsha, China). Retrieved from http://www.hnu.edu.cn/
Zahra, S. A. (1995). Corporate entrepreneurship and financial performance: The case of management leveraged buyouts. Journal of business venturing, 10(3), 225-247.
Copyright (c) 2020 Hongjun Zeng
This work is licensed under a Creative Commons Attribution 4.0 International License.