A Socio-cognitive Model of Sustainability Performance: Linking CEO Career Experience, Social Ties, and Attention Breadth

Ahn, Yoojung

doi:10.1007/s10551-020-04651-w

Cited by 14 publications

(19 citation statements)

References 98 publications

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“…The measure was developed following procedures similar to prior research (e.g. Ahn, 2022; Eklund and Mannor, 2021).…”

Section: Methodsmentioning

confidence: 99%

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CEO vigilance and hypercompetition: CEO attention in resource utilization and firm competitive aggressiveness

Li,

Yang

2023

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PurposeBy integrating perspectives from the resource-based view, attention-based view, upper echelon theory and competitive dynamics (CD), the authors seek to understand how chief executive officer (CEO) vigilance influences the way resources are utilized in relation to competitive behavior.Design/methodology/approachThis study's empirical analysis is conducted using a longitudinal design in the US software and IT services industry with a final sample consisting of 44 publicly traded firms and 471 firm-year observations from 1995 to 2009. The authors respectively use the fixed-effects negative binomial model and generalized estimating equation (GEE) model to test the effects of technology resource breadth on competitive intensity and competitive deviance and the interacting effects with CEO attention broadness and uniqueness.FindingsThis study's results show that CEO vigilance (attention broadness and uniqueness) interacts with technology resource breadth to jointly influence competitive intensity and deviance. Firms with vigilant CEOs utilize firm resources to compete less intensively but in an unconventional way.Practical implicationsThis study reveals that when CEOs have a broader focus and attend to a wide range of information, their ability to quickly utilize firm resources for formulating competitive actions decreases. Consequently, it is crucial for CEOs to acknowledge the limitations of their attentional capacity. They need to understand that the allocation of their attention and information processing capacity has significant implications for the speed and quality of their decision-making processes.Originality/valueThe authors conceptualize and operationalize CEO vigilance, which is a novel construct that has not been studied. The authors show that CEO vigilance plays critical roles in utilizing resources to compete. This study offers significant research implications for attention-based view, upper-echelons theory, CD perspective and resource-based view.

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“…The measure was developed following procedures similar to prior research (e.g. Ahn, 2022; Eklund and Mannor, 2021).…”

Section: Methodsmentioning

confidence: 99%

“…We contribute to this line of research by introducing CEO vigilance, which captures attention broadness and uniqueness. Attention broadness is the diversity of information to which a CEO attends, a concept similar to attention breadth (Ahn, 2022; Chen et al. , 2023; Eklund and Mannor, 2021).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

CEO vigilance and hypercompetition: CEO attention in resource utilization and firm competitive aggressiveness

Li,

Yang

2023

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“…Scholars, exploring the consequences of attention focus, have considered themes of relevance to management and strategy such as corporate social responsibility (CSR) (e.g. Ahn, 2020; Muller & Whiteman, 2016), innovation (e.g. Chen et al., 2015; Srivastava et al., 2021; Yadav et al., 2007), headquarters–subsidiary relationships (e.g.…”

Section: Review Of Abv‐based Studiesmentioning

confidence: 99%

“…This effect is, however, contingent on top management's simultaneous attention on affected locations and practices of philanthropy in general. Similarly, Ahn (2020) demonstrates that CEOs' attentional breadth to diverse areas-specifically environmental, social and governance domains-is related to a firm's sustainability performance. Overall, firms' internationalization and CSR activity seems to be associated with top managers' attention to multiple different issues (e.g.…”

Section: Attentional Breadthmentioning

confidence: 99%

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The attention‐based view: Review and conceptual extension towards situated attention

Brielmaier

Friesl

2022

Int J Management Reviews

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Over two decades ago, William Ocasio introduced the attention-based view (ABV) of the firm with a powerful argument: firm-level behaviour is the result of the situated distribution and allocation of managerial attention, embedded in broader organizational structures and the environmental context. ABV-based research has received substantial and increasing scholarly attention, resulting in a complex and incoherent body of research. In order to address this issue, this paper takes stock of extant research on the ABV and consolidates key debates.Based on a systematic review of 173 articles, we synthesize existing research into a unifying framework. Drawing on this framework, we propose situated attention as a central theme for future research. We elaborate on four situational factors (materiality, social dynamics, temporality and what we call framing of the strategic setting), which may influence how actors' attention is situated in the particular context.

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A path towards enterprise environmental performance improvement: How does CEO green experience matter?

Guo

Wang

2023

Bus Strat Env

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Nudging the amelioration of enterprise environmental performance is the micro‐foundation for effectively enhancing resource utilization and realizing sustainable development. Based on the upper echelons theory, the characteristics and previous experiences of managers determine their strategic choices and then affect the behavior of enterprises at the whole social layer. Nevertheless, the literature concerning the effect of CEO green experience on enterprise environmental performance is void. To bridge this gap, this paper uses the data of China's A‐share listed enterprises from 2010 to 2021 to empirically investigate the direct impact, influence mechanisms, and heterogeneities of CEO green experience on enterprise environmental performance. The study finds that CEO green experience can significantly promote the improvement of enterprise environmental performance. Based on the main effect, to exploring potential mechanisms behind the conclusion, we figure that environmental ethics commitment, environmental protection investment, and green technology innovation are the core mechanism approaches during the process of CEO green experience affects environmental performance. Heterogeneity analysis of CEO characteristics demonstrates that the green experience of female CEOs, older CEOs, and high educated CEOs both have a pronounced effect on ameliorating enterprise environmental performance. Furthermore, the positive effect of CEO green experience on environmental performance is more prominent in non‐state‐owned enterprises, heavily polluting industries, and regions with high environmental protection pressure. Besides providing an effective supplement for the research on managers and environmental performance, this paper also generates micro‐empirical support for government departments to formulate and optimize environmental policies.

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A Socio-cognitive Model of Sustainability Performance: Linking CEO Career Experience, Social Ties, and Attention Breadth

Cited by 14 publications

References 98 publications

CEO vigilance and hypercompetition: CEO attention in resource utilization and firm competitive aggressiveness

CEO vigilance and hypercompetition: CEO attention in resource utilization and firm competitive aggressiveness

The attention‐based view: Review and conceptual extension towards situated attention

A path towards enterprise environmental performance improvement: How does CEO green experience matter?

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