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PurposeThe purpose of this paper is to investigate how disclosure quality affects the relation between chief executive officer (CEO) power and the variability of firm performance. Moreover, it also examines the impacts of ownership structure and disclosure quality on the relationship between CEO power and performance variability.Design/methodology/approachEmpirical research was carried out.FindingsIt was found that: first, firms whose CEOs have more power will exhibit higher performance, but display more variability in firm performance. Second, disclosure quality can affect the relationship between CEO power and the variability of firm performance and more specifically, increase in disclosure quality reduces the performance variability caused by CEO power. Third, the effects of CEO power on the variability of firm performance are higher in state‐owned firms than in non‐state‐owned firms. Moreover, the effect of higher disclosure quality for lowering the variability of firm performance is stronger in state‐owned firms than in non‐state‐owned firms.Practical implicationsFirst, the authors find that when evaluating corporate governance practices, both firm performance and the variability of firm performance should be taken into account. Second, this paper fills the void in the extant literatures by demonstrating that CEO power, as well as disclosure quality, can affect firms' operational risk. Third, for firm owners, when firms are facing large uncertainty from institutional environment, a great trade‐off between firm performance and operational risk, when determining the degree of CEO power, will play an important role in corporate governance.Originality/valueThis paper complements the extant literatures by examining the impacts of CEO power to firm output from the dimensions of both firm performance and operational risk; and by examining the impacts of ownership structure and disclosure quality on the relationship between CEO power and performance variability.

Purpose This paper aims to analyse the role of government-led innovative knowledge management platforms in innovation knowledge management, social network effects and innovative resource clusters in the context of academician workstations in China. Specifically, this paper empirically studies the impact of academician workstations on corporate innovation capabilities and the mechanisms behind this impact. Design/methodology/approach This study uses the propensity matching score method and difference-in-differences method to test the relationship between academician workstations and corporate innovation capabilities. Baron and Kenny’s (1986) mediation method is used to test two potential mechanisms. Findings Academician workstations significantly improve corporate innovation capabilities because of their contribution to knowledge and innovation management. The facilitation effects are stronger in non-state-owned firms, high-tech firms and firms in industries with low levels of competition. Further, academician workstations enhance corporate innovation capabilities through their funding effect. Practical implications This paper encourages policymakers to create a better market environment and stable support policies to facilitate sustainable scientific and technological innovation. Originality/value To the best of authors’ knowledge, this study is among the first to empirically analyse the impacts of innovative knowledge management platforms on corporate innovation. It enriches the theoretical perspective of innovation platforms and provides an excellent research perspective for effectively analysing the impacts of innovation platforms. This study also contributes to the literature on the determinants of innovation.

This article investigates whether socially responsible companies differ from other firms in the quality of earnings forecasts issued by management. Specifically, using 5192 earnings forecast observations of 669 Chinese listed companies from 2010 to 2016, we examine whether companies that perform better in corporate social responsibility (CSR) still provide higher-precision management earnings forecasts compared with companies with poor CSR performance, thereby presenting an image of transparent and accountable disclosures. Through empirical research, this paper finds that CSR is positively associated with management forecast precision. This result is robust to using alternative measures of CSR, considering mandatory disclosure sample and voluntary disclosure sample, and controlling for potential endogeneity concern by adopting the instrumental variable method. Furthermore, we find the relationship between CSR and management forecast precision is stronger in non-state-owned firms. Our findings suggest that socially responsible companies will comply with higher ethical standards and hence maintain their well-established social reputation by disclosing high-quality earnings forecasts, which lends support to the transparent forecast hypothesis. This paper enriches the existing studies regarding the economic consequences of CSR and adds empirical evidence from emerging markets.