Effects of Career Horizon and Corporate Governance in China’s Construction Industry: Multilevel Study of Top Management Fraud

Wang, Ran; Lee, Chia-Jung; Hsu, Shu-Chien; Zheng, Saina; Chen, Jieh Haur

doi:10.1061/(asce)me.1943-5479.0000816

Cited by 16 publications

(9 citation statements)

References 83 publications

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“…Indeed, the dominant view in the literature of wrongdoing is that top managers commit wrongdoing intentionally and mobilize followers to pursue dangerous and unethical goals, therefore, putting organizations at risk. Several studies unpacked the personality traits of top managers, suggesting that they are narcissists, have lower levels of conscientiousness, are likely to be excessive risktakers, and often make bold actions to obtain frequent praise and admiration from others (Lee et al 2018;O'Reilly and Chatman 2020;Wang et al 2018Wang et al , 2020. Instead, we find that wrongdoing by white-collar employees is unintentional and is also not an aberrant phenomenon.…”

Section: Sense-making and Generalizationcontrasting

confidence: 49%

“…The literature is extensive on how top managers commit wrongdoing (Lee et al 2018;O'Reilly and Chatman 2020;Wang et al 2018Wang et al , 2020. Significantly less is known from the perspective of white-collar employees and why and how they normalize wrongdoing.…”

Section: Conclusion Implications and Future Directionsmentioning

confidence: 99%

“…Most of the literature, discussion and training about wrongdoing deal with how top managers commit wrongdoing to protect their interests or to, maximize their profits, or to draw out of the competition rival firms (Lee et al 2018; O'Reilly and Chatman 2020; Wang et al 2018Wang et al , 2020. By contrast, this paper deals with "regular white-collar employees" such as engineering consultants.…”

mentioning

confidence: 99%

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Normalizing White-Collar Wrongdoing in Professional Service Firms

Krystallis¹,

Locatelli

2022

J. Manage. Eng.

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There is extensive literature on top managers committing wrongdoing, but few studies examine white-collar wrongdoing. Drawing on the experiences of a professional service firm, we examine why and how engineering consultants normalize wrongdoing.Leveraging bounded rationality theory, we find that organizational myopia promotes inadequate administrative systems that holds consultants' prisoners to their rules and procedures, leading to normalized wrongdoing. Our theoretical contributions are threefold. (1) We contribute to the literature on wrongdoing presenting the relation between organizational myopia and normalized wrongdoing. (2) We contribute to the administrative systems literature showing their link with poor project performance. (3)We show how administrative systems and normalized wrongdoing play a role in project scope creep. We introduce an "iceberg model" to show that the failed project (the tip of the iceberg) is due to organizational myopia and inefficient administrative systems that need to be addressed before starting any project.

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Section: Sense-making and Generalizationcontrasting

confidence: 49%

Section: Conclusion Implications and Future Directionsmentioning

confidence: 99%

mentioning

confidence: 99%

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Normalizing White-Collar Wrongdoing in Professional Service Firms

Krystallis¹,

Locatelli

2022

J. Manage. Eng.

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“…Following upper echelon theory (Hambrick & Mason, 1984;Wang R. et al, 2020;Cao & Zhang, 2021), we further test whether and how CEO experiences influence the relationships. We take CEO's financial experience as a dimension and divide observations into two subsamples according to whether CEO has a financial experience.…”

Section: Heterogeneity Of the Financial Experiencementioning

confidence: 99%

How top managers’ sport experience exploits environmental proactivity in state-owned enterprises.

Zhang

Pan²,

Pan³

et al. 2022

Front. Environ. Sci.

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Combining the perspectives of upper echelon theory and institutional theory, we investigate how top managers’ sport experience exploits corporate environmental proactivity in China and embed this question into state ownership. With the sample of Chinese listing enterprises from 2008 to 2018, we find that both sport experience and state ownership positively promote corporate environmental proactivity, while state ownership crowds out the promotion of top managers’ sport experience. Further analyses show that position and financial experience of top manager as well as corporate investing efficiency and location matter in these processes. Thus, we extend the understanding of how top managers’ sport experience and state ownership interact and influence corporate environmental proactivity. We, therefore, provide new instruments to promote corporate environmental proactivity and, respectively, extend upper echelon theory from the perspective of top managers’ sport experience as well as institutional theory from the perspective of state ownership.

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“…This means that engineering consulting firms have complicated internal departments with work divided into more detailed parts in order to ensure that all their projects are successful [4,5]. Misbehavior by top management can easily cripple construction-related companies, but this can be avoided by sustainable corporate governance [6]. In sum, efficient and sustainable corporate governance is the answer to these types of problems.…”

Section: Introductionmentioning

confidence: 99%

Sustainable Corporate Governance: The Impact Factors for Top Consulting Engineering Companies in Taiwan

et al. 2021

Self Cite

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The objective of this research was to explore the impact factors of sustainable corporate governance for top consulting engineering companies in Taiwan, to facilitate managers in meeting stakeholders’ needs and adapting to the challenges of the global markets. Nine hypotheses derived from a literature review were proposed and used to develop a survey. Based on the concept of structural equation modeling (SEM) and these hypotheses, a questionnaire containing six aspects and comprising 46 stems was developed using the Likert 5-scale format. The survey took around four months to administer with 324 effective returns, with only five hypotheses confirmed. This was followed by factor analysis to determine the weight sequence for the 28 impact factors and four aspects. The contributions of the findings are as follows: (1) the weighted factors provide practitioners with guidelines for the proper order for the implementation of measures to improve corporate governance, and (2) they answer questions about the degree of influence and the relationship among all aspects and factors for sustainable corporate governance.

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Effects of Career Horizon and Corporate Governance in China’s Construction Industry: Multilevel Study of Top Management Fraud

Cited by 16 publications

References 83 publications

Normalizing White-Collar Wrongdoing in Professional Service Firms

Normalizing White-Collar Wrongdoing in Professional Service Firms

How top managers’ sport experience exploits environmental proactivity in state-owned enterprises.

Sustainable Corporate Governance: The Impact Factors for Top Consulting Engineering Companies in Taiwan

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