Mingxiang Li

INPLASY202240094 Gunao-Yizhi Decoction combined with donepezil for vascular dementia: a systematic review and meta-analysis Keywords: Gunao-Yizhi decoction; donepezil; vascular dementia; Meta-analy…

Employee strain is estimated to cost American companies as much as $500 billion in lost productivity annually, and a leading cause of workforce stress is disagreements with other people (Cook, 2017; Mental Health America, 2017). In this study, we investigate supervisor-subordinate value incongruence as a cause of employee strain. Specifically, this study examines the effect of supervisor-subordinate power distance orientation incongruence on the subordinate’s job strain which, in turn, influences the subordinate’s job performance. Using a sample of 172 supervisor-subordinate dyads, we find that incongruence on power distance orientation increases subordinate job strain. Supervisor-subordinate incongruence resulted in more job strain which, in turn, resulted in lower job performance. Results reveal that the alignment of subordinates’ cultural values with those of their supervisors may mitigate negative experiences and facilitate more positive work outcomes.

The physical attractiveness stereotype maintains that what is beautiful is good. Does this also apply to Chief Executive Officers (CEOs) and influence their compensation? There are numerous debates on CEO compensation, and scholars have long been interested in understanding the factors that impact CEO compensation. Of the empirical studies investigating the antecedents of CEO compensation, little attention has been paid to CEO facial attractiveness. Drawing mainly from the physical attractiveness stereotype, we argue that CEO attractiveness increases CEO compensation, and the effect becomes stronger when the CEO has worked as a CEO in other firms, but weaker when the CEO is female or works for a high‐technology firm. We tested our hypotheses by coding facial attractiveness for all CEOs in S&P 500 firms over 10 years (861 CEOs and 4,395 firm‐year observations). Results partly support our predictions and show that the effect of CEO facial attractiveness on compensation is not only robust but also economically significant. Moderating effects were found using prior CEO experience and high tech industry as moderators. However, we found no moderating effect of CEO gender on the relationship between CEO facial attractiveness and compensation. This study suggests that CEO compensation is not an entirely rational process, and compensation committees appear to be biased in favor of beautiful individuals.

Scholars have given increased attention to organizational networks as an important component of technological innovation. Although a significant body of research has examined the implications of organizational networks on knowledge diffusion, researchers know little about the impacts that diverse network interlocks have on corporate innovation outputs. To address this gap in the literature, this article draws upon insights from organizational learning and social network theory and argues that interlocked networks affect corporate innovation. Further, interlocks differ in terms of both the heterogeneity of tied‐to firms—ties created through shared board directors—and the directors who create these ties. Accordingly, this study proposes that more diverse interlocks will have a greater impact on corporate technological exploration. To test this proposal, data from multiple sources were analyzed, including historical records of board appointments and data on technological innovations from U.S. public companies. Empirical results from generalized estimating equations suggest that the industrial diversity of interlocked firms increases the likelihood of technological exploration. Moreover, interlocks with R&D‐intensive firms are more important for technological exploration than those created by firms that do not invest heavily in R&D. There is no empirical evidence demonstrating that the ratio of interlocks created by directors with output‐oriented experience enhances technological exploration. Overall, this research reveals that diversity of leader‐created board interlocks can be an important mechanism for fostering corporate entrepreneurial activities such as technological exploration.

Two key groups central to improving firm performance are the top management team (TMT) and the board of directors. Executives undertake strategic actions, whereas board members fulfill their resource provision and monitoring roles. Drawing on tournament theory and equity theory, we propose that high pay dispersion among outside directors and the TMT is positively associated with strategic risk, whereas high (low) TMT pay dispersion and low (high) outside director pay dispersion are positively associated with firm performance. Our predictor is the unexplained component of horizontal pay dispersion, or the residual of pay dispersion resulting from regressing pay on observable firm, industry, period, and individual characteristics. Our results highlight the importance of unexplained pay dispersion for TMTs, but not for boards of directors, in improving firm performance.

In recent years, an increase in the number of foreign directors on corporate boards of large multinational corporations has seemingly gone hand in hand with significant growth in cross-border merger (CBM) activity. We analyze the influence of internationalization of the board of directors on announcement returns and post-merger performance of U.S. acquirers. In a sample of completed CBMs by U.S. corporations between 1996 and 2013, we find a negative association between the presence of foreign directors on the board and CBM announcement returns and post-merger operating performance. This negative relationship is driven mainly by directors from countries with greater cultural distance relative to the United States. Furthermore, the negative effect of foreign directors in connection with culture diversity on merger performance is more pronounced in diversifying, high-tech CBMs. The negative association remains when the directors are domiciled in the country where a merger takes place. However, their presence contributes to lower bid premiums, reflecting some benefits from their local expertise. Finally, such negative impact is mitigated by the gender diversity of the acquiring firm’s corporate board, which suggests a more inclusive tone helps to reduce potential cultural conflicts inside the board room.

Social networks have been widely recognized as important factors in determining innovation outputs. Although a significant body of research has examined the implications of board interlocks for the diffusion of strategy-related knowledge, little attention has been paid to the relationship between board interlocks and corporate innovation outputs. To address this gap in the literature, I draw upon insights from social network research and argue that board interlocks do affect corporate innovation. Further, many board interlocks bridge an individual's primary affiliation (day job) and their secondary affiliation as a director. Given the different primary roles of individuals who create interlocks, I further propose that different interlocks have varied effects on the exploration of new technologies. I test these hypotheses by analyzing information from multiple resources, including historical records of board appointments and data on technological innovations from U.S. public companies. Results provide strong evidence that board interlocks are important for focal firms seeking to explore new technologies, and that knowledge flow is asymmetrical for different types of interlocks.

Heavy-tailed distributions occur often in empirical settings, making it difficult for management scholars to use linear regression models (LRMs) to investigate the nuanced relationships between dependent and predictor variables. Both frequentist and Bayesian quantile regression models (QRMs) are alternative techniques that can help management scholars overcome the hurdles associated with using LRMs. This study compares LRMs and QRMs and shows how the frequentist and Bayesian QRM can open up doors for management scholars to develop and test theory in novel and informative ways. In introducing Bayesian estimation, it also shows how Bayesian quantile regression can achieve what existing Bayesian LRM and frequentist QRM techniques cannot. Following this exploration, this paper explains how management researchers can systematically apply QRMs in two concrete empirical settings. The first example shows that organizational behavior and human resource scholars can apply QRMs to study questions related to gender inequality. The second example illustrates that QRMs enable strategy and organizational theory researchers to detect nuanced relations between environmental factors and firm performance. This paper demonstrates that the QRM is a comprehensive strategy capable of helping researchers obtain a complete regression picture for data with heavy-tailed distributions.