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Yan Zhang
Rice University
31Publications
22H-index
2,796Citations
Publications 31
Newest
#1Wei Shi (IU: Indiana University Bloomington)H-Index: 8
#2Yan Zhang (Rice University)H-Index: 22
Last.Robert E. Hoskisson (Rice University)H-Index: 59
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Research Summary This study proposes that CEOs may undertake intensive acquisition activities to increase their social recognition and status after witnessing their competitors’ winning CEO awards. Using a sample of U.S. S&P 1500 firm CEOs, we find that CEOs engage in more intensive acquisition activities in the period after their competitors won CEO awards (i.e., post-award period), compared to the pre-award period. Moreover, this effect is stronger when focal CEOs themselves had a high likelih...
9 CitationsSource
#1Yan Zhang (Rice University)H-Index: 22
#2Hongyan Qu (CUFE: Central University of Finance and Economics)H-Index: 1
Female corporate leadership has drawn increasing attention from academia and practitioners. We contribute to the literature by examining the impact of CEO succession with gender change—i.e., a male...
20 CitationsSource
#1Haiyang Li (Rice University)H-Index: 22
#2Yan Zhang (Rice University)H-Index: 22
Last.Marjorie A. Lyles (IU: Indiana University)H-Index: 37
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Prior research and the articles included in this special issue demonstrate that in emerging markets in general and in China in particular, knowledge spillovers exist between foreign firms and domestic firms. As domestic markets become more sophisticated, and competition between domestic firms and foreign firms becomes stronger, knowledge is flowing to and being sourced in many different directions: from overseas head offices to foreign firms then on to domestic firms; from domestic firms to dome...
25 CitationsSource
#1Haiyang Li (Rice University)H-Index: 22
#2Yan Zhang (Rice University)H-Index: 22
Last.Weiying Zhang (PKU: Peking University)H-Index: 1
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We examine performance differences between new ventures led by returnees and those led by their local counterparts in China. We argue that while, compared with locals, returnees have the advantages of higher education and overseas experience, they also have disadvantages in their home country in terms of lack of both local connections and local knowledge. Since returnees' effect on venture performance is the net effect of their advantages and disadvantages, contextual factors that can help them ...
61 CitationsSource
#1Nandini RajagopalanH-Index: 24
#2Yan ZhangH-Index: 22
Source
#1Yan Zhang (Rice University)H-Index: 22
#2Jason D. Shaw (UMN: University of Minnesota)H-Index: 42
31 CitationsSource
#1Nandini RajagopalanH-Index: 24
#2Yan ZhangH-Index: 22
Corporate India and indeed the rest of the world were shocked when on 7 January 2009 it was revealed that a $1.47 billion fraud had been committed at Satyam (truth’ in Sanskrit), one of India’s largest and most venerable software companies, a company that had won several awards for exemplary management and corporate governance. B. Ramalinga Raju, the founder and chairman of Satyam, confessed that he had committed India’s biggest corporate fraud, by falsifying the company’s income statements, cas...
1 CitationsSource
#1Margarethe F. Wiersema (UCI: University of California, Irvine)H-Index: 24
#2Yan Zhang (Rice University)H-Index: 22
While poor firm performance has been shown to be an important predictor of CEO dismissal, financial performance alone cannot explain the increased incidence of CEO dismissal. The complex and ambiguous relationship between poor firm performance and CEO dismissal is due in part to the uncertainty that surrounds the board’s evaluation of the firm’s CEO. In this study, we propose that investment analysts, as legitimate third party evaluators of the firm and its leadership, provide certification as t...
137 CitationsSource
#1Yan ZhangH-Index: 22
Source
#1Yan Zhang (Rice University)H-Index: 22
#2Nandini Rajagopalan (SC: University of Southern California)H-Index: 24
Few would question the importance of CEO succes-sion in a company’s success, but many companiesdo not have a plan to manage CEO succession. Forinstance, a 2009 survey by the National Associationof Corporate Directors revealed that 43% ofU.S. public companies had no formal CEO succes-sion plan and 61% had no emergency CEO replace-ment plan (Miles & Bennett, 2009). Even amongfirms that do have succession plans, most of themare dissatisfied with their plans. For example, theCorporate Leadership Counc...
25 CitationsSource
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