Publication Type
PhD Dissertation
Version
publishedVersion
Publication Date
4-2024
Abstract
In my dissertation, I examined the effect of CEO polychronicity on firm resilience. Building on the upper echelons theory, I argue that polychronic CEOs could divide their attention to multitask, which might prevent firms with extreme risk with more information acquired and backup plans reserved; in addition, polychronic CEOs should be more capable of handling the threats and disruptions. Thus, polychronic CEOs help build firm resilience. In addition, I propose the six moderators that could influence the effect of CEO polychronicity on firm resilience including market competition, market complexity, innovation capability, financial slack, TMT size and CEO duality. I collected data from CEOs and top managers in private small-to-medium firms in China, who are alumni of DBA or EMBA programs of Shanghai Jiao Tong University and found support for most of the hypotheses. My studies contribute to the upper echelon studies as well as research on firm resilience.
Keywords
Firm resilience, CEO polychronicity, Market condition
Degree Awarded
SMU-SJTU Doctor of Business Administration
Discipline
Asian Studies | Business Administration, Management, and Operations
Supervisor(s)
CHEN, Liang
First Page
1
Last Page
82
Publisher
Singapore Management University
City or Country
Singapore
Citation
XIA, Qianliang.
CEO polychronicity and firm resilience. (2024). 1-82.
Available at: https://ink.library.smu.edu.sg/etd_coll/601
Copyright Owner and License
Author
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.