The Effect of Founder Identity Work on the Perception and Management of Sustainability

Wagenschwanz, Anna M.; Belz, Frank-Martin

doi:10.5465/ambpp.2018.11517abstract

Cited by 1 publication

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“…The impact of founders on start-up firm performance seems to largely depend on founder identity. For example, researchers find that when founders distinguish their founder role and self-concept (self-concept refers to an organic cognitive concept composed of attitudes, emotions, beliefs, and values, which runs through the whole experience and action and organizes the various specific habits, abilities, thoughts, and viewpoints expressed by the individual), i.e., there is incongruent founder identity, enterprise sustainable management declines [11,12]. In this case, founders take their own economic interests into consideration when establishing and operating the enterprise, and will likely make decisions to serve their self-interests.…”

Section: Introductionmentioning

confidence: 99%

Founder CEO, CEO Characteristics, and Firm Innovation Efficiency: An Empirical Study of China’s GEM-Listed Companies

2022

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While it is widely known that founder Chief Executive Officers (CEOs) can influence firm innovation, few studies have comprehensively examined how the founder CEO affects the firm’s innovation input, innovation output, and input-to-output conversion rate, and how these effects depend on the founder CEO’s demographic, cognitive, and corporate positional characteristics. We analyze the nine-year panel data of China’s Growth Enterprise Market (GEM)-listed companies to empirically study the relationship between founder CEO (vs. non-founder CEO), CEO characteristics, and firm innovation efficiency. Our analysis produces four major findings. First, founder CEO firms have a lower innovation input and higher innovation output than non-founder CEO firms. Second, compared with male founder CEOs, female founder CEOs can further reduce innovation input without sacrificing innovation output. Third, founder CEOs with a higher education level can also further reduce innovation input without sacrificing innovation output. Finally, compared with founder CEOs that are not the chairman of the board, the founder CEOs that take dual positions (CEO and chairman) allocate higher innovation input, but the innovation output does not increase. These findings have implications for both research and practice in helping firms achieve sustainable development.

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Section: Introductionmentioning

confidence: 99%