Educational Heterogeneity in Executive Teams and CEO Power: Evidence from Chinese Listed Companies
DOI:
https://doi.org/10.54097/y1rerw04Keywords:
CEO power, Educational heterogeneity, Managerial overconfidenceAbstract
This study examines the relationship between the educational heterogeneity of executive teams and CEO power using data from 480 Chinese A-share listed companies from 2008 to 2017. The findings reveal a significant inverted U-shaped relationship between educational heterogeneity in executive teams and CEO power.
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