Me or we: The influence of CEO values on organizational performance through innovativeness and stakeholder consideration

Liangding Jia; Peggy M. Lee; Henry Moon; Lan Li

doi:10.5465/ambpp.2009.44257661

Me or we: The influence of CEO values on organizational performance through innovativeness and stakeholder consideration

Liangding Jia, Peggy M. Lee, Henry Moon, Lan Li

Management and Entrepreneurship

Research output: Contribution to conference › Paper › peer-review

2 Scopus citations

Abstract

Our study examines how CEO values of self-enhancement and self-transcendence influence both short- and long-term firm performance. Self-enhancement focuses on power and achievement while self-transcendence emphasizes the welfare of others in various settings. We hypothesized and tested whether CEOs with these two values differentially influence short- and long-term firm performance, and the mediating role of organizational culture using a longitudinal survey study of 262 CEOs of Chinese firms from 2003 to 2007. Our results show that self-enhancement relates to short-term performance while self-transcendence leads to long-term performance, as CEOs develop a corporate culture of innovativeness and stakeholder consideration.

Original language	English (US)
DOIs	https://doi.org/10.5465/ambpp.2009.44257661
State	Published - 2009
Event	69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States Duration: Aug 7 2009 → Aug 11 2009

Other

Other	69th Annual Meeting of the Academy of Management, AOM 2009
Country/Territory	United States
City	Chicago, IL
Period	8/7/09 → 8/11/09

Keywords

CEO values
Stakeholders
Upper echelons

ASJC Scopus subject areas

Management Information Systems
Management of Technology and Innovation
Industrial relations

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10.5465/ambpp.2009.44257661

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title = "Me or we: The influence of CEO values on organizational performance through innovativeness and stakeholder consideration",

abstract = "Our study examines how CEO values of self-enhancement and self-transcendence influence both short- and long-term firm performance. Self-enhancement focuses on power and achievement while self-transcendence emphasizes the welfare of others in various settings. We hypothesized and tested whether CEOs with these two values differentially influence short- and long-term firm performance, and the mediating role of organizational culture using a longitudinal survey study of 262 CEOs of Chinese firms from 2003 to 2007. Our results show that self-enhancement relates to short-term performance while self-transcendence leads to long-term performance, as CEOs develop a corporate culture of innovativeness and stakeholder consideration.",

keywords = "CEO values, Stakeholders, Upper echelons",

author = "Liangding Jia and Lee, {Peggy M.} and Henry Moon and Lan Li",

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language = "English (US)",

note = "69th Annual Meeting of the Academy of Management, AOM 2009 ; Conference date: 07-08-2009 Through 11-08-2009",

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T2 - 69th Annual Meeting of the Academy of Management, AOM 2009

AU - Jia, Liangding

AU - Lee, Peggy M.

AU - Moon, Henry

AU - Li, Lan

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AB - Our study examines how CEO values of self-enhancement and self-transcendence influence both short- and long-term firm performance. Self-enhancement focuses on power and achievement while self-transcendence emphasizes the welfare of others in various settings. We hypothesized and tested whether CEOs with these two values differentially influence short- and long-term firm performance, and the mediating role of organizational culture using a longitudinal survey study of 262 CEOs of Chinese firms from 2003 to 2007. Our results show that self-enhancement relates to short-term performance while self-transcendence leads to long-term performance, as CEOs develop a corporate culture of innovativeness and stakeholder consideration.

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KW - Stakeholders

KW - Upper echelons

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ER -

Me or we: The influence of CEO values on organizational performance through innovativeness and stakeholder consideration

Abstract

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Keywords

ASJC Scopus subject areas

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