This study investigates the impact of inventor CEOs on firm performance using a manually collected database of firms' inventors. Our findings reveal that, on average, firms with inventor CEOs experience a one- and two-percentage-point increase in ROA and ROE, respectively, compared to firms with noninventor CEOs. To address potential endogeneity issues, we employ turnover analysis, an instrumental variable approach, and propensity score matching. The estimation results suggest that inventor CEOs significantly enhance firm performance by fostering innovation and total factor productivity. This research contributes novel evidence on the relationship between inventor CEOs and firm performance.

This study empirically examines the effect of corporate governance on the relation between CEO power and firm leverage. Results from OLS and industry fixed effects regressions show that CEO power is positively associated with firm leverage. However, this association is driven by the strength of corporate governance as powerful CEOs tend to choose higher levels of debt only when corporate governance is strong. When corporate governance is weak, CEO power does not seem to have any effect on firm leverage. Overall, results indicate that strong corporate governance mitigates the severity of manager-shareholder conflicts and induces powerful CEOs to choose higher leverage.

This study provides insight into CEO compensation dynamics in the public sector and private sector publicly listed firms in New Zealand. This research uses descriptive statistics, OLS regression, and the difference-in-difference method to analyze the compensation-performance relationship for the period 2005 to 2012. Our findings show that CEOs in the private sector publicly listed firms are receiving higher remuneration benefits. Our results suggest that firm sales and past compensation are the most important determinants of CEO cash-based as well as total compensation. Firms with a larger board size and the presence of a formal remuneration committee are likely to provide higher cash compensation than those without.

In the past, investing in housing has served as an engine of growth for many economies as it is widely recognized that poor housing conditions can have significant negative impacts on human health, education, and economic opportunities. To assess the housing-related quality of life, indicators such as housing quality, housing environment, and cost burdens can be applied. However, recent studies indicate that materials used for construction are critical. Permanent materials, as opposed to temporary materials, typically offer a range of benefits in terms of durability, low maintenance, improved energy efficiency, increased property value, and better safety. The ultimate aim is to identify the key drivers of housing conditions in Cambodia, with a particular focus on materials and water quality, and the legal status of housing. To find the empirical relationship between economic, socio-economic, and demographic variables on the one hand, and variables measuring housing and living conditions in Cambodia on the other, the analysis employs Ordinary Least Squares and Methods-of-Moments regression modeling. Results indicate that high employment rates and entrepreneurship increase home ownership, and improve the quality of drinking water available. Furthermore, in addition to employment and entrepreneurship, the higher-performing construction materials can also be empirically explained by a bigger labor force and variables capturing the wider macroeconomic environment.

This study examines the role of the Corporate Social Responsibility Committee (CSRC) in the adoption of strategic Corporate Social Responsibility (CSR) projects that surpass regulatory requirements and basic stakeholder expectations. Our results demonstrate that the establishment of CSRCs enhances all strategic CSR mechanisms, particularly business reputation, stakeholder interaction, risk mitigation, and innovation. Additionally, strategic CSR practices exhibit a strong correlation with CSRC attributes and organizational characteristics. Specifically, the size of the CSRC is positively associated with all dimensions of strategic CSR. Furthermore, CEO membership is likely to impede risk mitigation and innovation capacity, whereas board chair membership enhances business reputation, stakeholder communication, and innovation potential. In terms of gender diversity, female CSRC members show a greater concern for business reputation and associated risks. Regarding committee functioning, increased meeting frequency has the potential to enhance various aspects of strategic CSR.