Jens Christian Woloszczak
The Influence of the CEO's Core Self-Evaluations on Firm
Behavior and Outcomes
An Upper Echelons Research Perspective
http://d-nb.info/1081788364
Content Overview
CONTENT OVERVIEW
III
TABLE OF CONTENTS
II
LIST OF TABLES
V
LIST OF FIGURES
LIST OF ABBREVIATIONS
A INTRODUCTION
VI
VII
1
B BLINDED BY THE SELF: HOW CEOS' CORE SELF-EVALUATIONS
MODERATE THE EFFECT OF RISK ON THE USE OF PERFORMANCE
MEASUREMENT SYSTEMS
16
C HOW CEOS' CORE SELF-EVALUATIONS MODERATE THE EFFECT OF
PRIOR FIRM PERFORMANCE ON STRATEGIC CHANGE
50
D CEOS' CORE SELF-EVALUATIONS AND EDUCATIONAL
BACKGROUND ON FIRM PERFORMANCE EXTREMENESS
76
E CONCLUDING REMARKS
108
REFERENCES
115
APPENDICES
129
I
Table of Contents
CONTENT OVERVIEW
III
TABLE OF CONTENTS
II
LIST OF TABLES
V
LIST OF FIGURES
VI
LIST OF ABBREVIATIONS
VII
A INTRODUCTION
1
A.1 Research Motivation
...—................
1
A.2 Research Objectives .........................................................................................................5
A.2.1
Research Objective One: CEOs' Core Self-Evaluations, Risk, and
Performance Measurement System Use
A.2.2 Research Objective Two: CEOs' Core Self-Evaluations, Prior Firm
Performance, and Strategic Change
A.2.3 Research Objective Three: CEOs' Core Self-Evaluations, Educational
Background, and Firm Performance Extremeness
6
7
9
AJ Research Approach........................................................................................................11
A.3.1
A.3.1
Sample and Data Collection
Methodology
A.4 Outline of the Dissertation
11
12
........
............—14
B BLINDED BY THE SELF: HOW CEOS' CORE SELF-EVALUATIONS
MODERATE THE EFFECT OF RISK ON THE USE OF PERFORMANCE
MEASUREMENT SYSTEMS
B.l Introduction
.......
16
.........
.........
17
II
B.2 Theory Development and Hypotheses
B.2.1
B.2.2
.........
.......
......
...20
Performance Measurement System Use and Operational Risk
CEOs' Core Self-Evaluations and the Effect on the Relation between
Operational Risk and Performance Measurement System Use
BJ Research Method
20
23
.....
28
B.3.1 Sample and Data Collection
B.3.2 Variable Measurement, Reliability, and Validity
B.3.3 Data Analysis
28
31
37
B.4 Results
39
B.S Discussion and Conclusion
.....
.....
...—47
C HOW CEOS' CORE SELF-EVALUATIONS MODERATE THE EFFECT OF
PRIOR FIRM PERFORMANCE ON STRATEGIC CHANGE
SO
C.l Introduction ....................................................................................................................51
CJ Theory Development and Hypotheses
C.2.1
C.2.2
....
...
Prior Finn Performance and Strategic Change
Managerial Interpretations: The Role of CEOs' Core Self-Evaluations
CJ Research Method
C.3.1
C.3.2
C.3.3
....
....
....
Sample and Data Collection
Variable Measurement, Reliability, and Validity
Data Analysis
C.4 Results.......
.....
.....
......
54
54
SS
....
60
60
62
66
....
67
C.S Discussion and Conclusion ............................................................................................72
D CEOS' CORE SELF-EVALUATIONS AND EDUCATIONAL
BACKGROUND ON FIRM PERFORMANCE EXTREMENESS
76
D.l Introduction ....................................................................................................................77
D.2 Theory Development and Hypotheses
...
....
D.2.1 CEOs' Core Self-Evaluations and Firm Performance Extremeness
D.2.2 The Role of CEOs' Business Education
81
81
84
III
DJ Research Method............................................................................................................88
D.3.1 Sample and Data Collection
D.3.2 Variable Measurement, Reliability, and Validity
D.3.3 Data Analysis
D.4' Results........
.........
.........
88
90
94
.......
D.4.1 Main Models
D.4.2 Supplementary Analysis: The Role of CEO Age
D.5 Discussion and Conclusion
.........
95
101
.........
E CONCLUDING REMARKS
E.l General Conclusions
E. 1.1
E. 1.2
E.1.3
...........
EJ Future Research
.....
.........—105
108
..............
..............
Research Objective One
Research Objective Two
Research Objective Three
E.2 General Limitations...........
..........95
..........108
108
109
110
...
........
.........
.......
112
..........113
REFERENCES
115
APPENDICES
129
IV