Results 101 to 110 of about 57,084 (288)

Self-Confidence and Timing of Entry [PDF]

open access: yes
This paper analyzes the impact of overconfidence on the timing of entry in markets, profits, and welfare. To do that the paper uses an endogenous timing model where (i) players have private information about costs and (ii) one player is overconfident and
Luís Santos-Pinto, Tiago Pires
core  

How Do Investors React to Supplier Exploitation? Event Study and Experimental Evidence

open access: yesJournal of Operations Management, EarlyView.
ABSTRACT Supplier exploitation, including financial squeezing, payment delays, and non‐contractual demands, is a pervasive form of corporate misconduct. This multi‐method study examines how investors interpret supplier exploitation amid competing ethical and financial considerations.
Seongtae Kim, Sangho Chae, Han Kyul Oh
wiley   +1 more source

The overconfidence bias and CEO: literature review [PDF]

open access: yesTrendy v podnikání, 2018
This systematic review deals the overconfidence bias. It is a cognitive bias which is described as the tendency of people to overestimate their abilities, prospects and chances of success. For the purpose of the research we chose to examine the influence
Tereza Čuláková   +3 more
doaj  

Overconfidence in Photometric Redshift Estimation

open access: yes, 2016
We describe a new test of photometric redshift performance given a spectroscopic redshift sample. This test complements the traditional comparison of redshift {\it differences} by testing whether the probability density functions $p(z)$ have the correct {
Bhaskar, Ramya   +2 more
core   +1 more source

Profit With Purpose: How CSR Fuels UK SMEs' Success

open access: yesStrategic Change, EarlyView.
ABSTRACT Corporate social responsibility (CSR) has become an essential strategy for firms, particularly small and medium‐sized enterprises (SMEs), to enhance their social impact and secure long‐term financial sustainability. This study explores the relationship between CSR investments and financial performance in UK listed SMEs from 2021 to 2024 ...
Renato Pereira   +3 more
wiley   +1 more source

Beyond Visible Differences: An Experimental Investigation Into the Role of Cognitive Diversity Awareness in Shaping Team Dynamics

open access: yesStrategic Change, EarlyView.
ABSTRACT The relationship between team composition and organizational outcomes is a critical topic in many managerial and business contexts. In this study, we utilize an experimental research method to examine the impact of cognitive diversity on team dynamics.
Jantunen Ari   +5 more
wiley   +1 more source

The Relationship between Managers’ Overconfidence and Financing Decisions with Special Focus on Ownership Structure [PDF]

open access: yesInternational Journal of Management, Accounting and Economics, 2017
Overconfidence is one of the critical concepts of modern behavioral finance highly interested in financial theories and psychology. The main objective of the present research is to study the relationship between managers’ overconfidence and financing ...
Soosan Salehi   +2 more
doaj  

Is It a Matter of Visibility Over Viability? CEO Narcissism and the Strategic Trade‐Off in Corporate Diversification

open access: yesStrategic Change, EarlyView.
ABSTRACT This study examines how CEO narcissism shapes corporate diversification strategies, addressing gaps in upper echelon and agency theories. Using a sample of 388 CEOs across 319 firms, we find that narcissistic CEOs drive higher levels of overall corporate diversification but exhibit a strategic trade‐off: they strongly favor unrelated ...
Naima Lassoued, Imen Khanchel
wiley   +1 more source

Optimising Human–AI Decision Performance: A Trust and Capability Framework for Knowledge Management

open access: yesKnowledge and Process Management, EarlyView.
ABSTRACT Organisations struggle to optimise human–AI collaboration in knowledge‐intensive decision‐making. This paper proposes the Trust–Complementarity Model of Collective Intelligence (TCM‐CI), explaining how calibrated trust and complementary capability utilisation drive superior organisational performance.
Eduardo Carlos Dittmar, Martin Sposato
wiley   +1 more source

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