Competitive Actions under Analyst Pressure: The Role of CEO Time Horizons

Jianhong Chen · Wan‐Chien Lien · Danny Miller · Tianxu Chen

22 citations0/0 files storedJournal of Management Studies

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Corporate Finance and Governance Management and Organizational Studies Competitive and Knowledge Intelligence

Abstract

Abstract Leveraging upper echelons theory and the Awareness‐Motivation‐Capability (AMC) framework of competitive dynamics, we investigate the moderating influence of CEO time horizons on the relationship between negative analyst recommendations and the temporal patterning of competitive actions. We argue that negative recommendations are associated with less intensity but greater irregularity in competitive actions. Moreover, CEO time horizons weaken these effects, such that CEOs with longer time horizons are less influenced by such recommendations. Results from a longitudinal study of 296 CEOs from 2004 to 2015 support these arguments. Our study contributes by underscoring CEO time horizon as a critical contingency in studying the impact of analyst pressures.

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References

1984Upper Echelons: The Organization as a Reflection of Its Top Managers 2005The economic implications of corporate financial reporting 1997The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations 1984Dimensions of Organizational Task Environments 1990Industrial market structure and economic performance 1999Putting time in perspective: A valid, reliable individual-differences metric.1990Top-Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion 1996The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves

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