Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/97848
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dc.contributor.authorHirshleifer, Daviden
dc.contributor.authorLow, Angieen
dc.contributor.authorTeoh, Siew Hongen
dc.date.accessioned2013-11-15T07:06:18Zen
dc.date.accessioned2019-12-06T19:47:20Z-
dc.date.available2013-11-15T07:06:18Zen
dc.date.available2019-12-06T19:47:20Z-
dc.date.copyright2012en
dc.date.issued2012en
dc.identifier.citationHIRSHLEIFER, D., LOW, A., & TEOH, S. H. (2012). Are Overconfident CEOs Better Innovators?. The Journal of Finance, 67(4), 1457-1498.en
dc.identifier.issn0022-1082en
dc.identifier.urihttps://hdl.handle.net/10356/97848-
dc.description.abstractPrevious empirical work on adverse consequences of CEO overconfidence raises the question of why firms hire overconfident managers. Theoretical research suggests a reason: overconfidence can benefit shareholders by increasing investment in risky projects. Using options- and press-based proxies for CEO overconfidence, we find that over the 1993–2003 period, firms with overconfident CEOs have greater return volatility, invest more in innovation, obtain more patents and patent citations, and achieve greater innovative success for given research and development expenditures. However, overconfident managers achieve greater innovation only in innovative industries. Our findings suggest that overconfidence helps CEOs exploit innovative growth opportunities.en
dc.language.isoenen
dc.relation.ispartofseriesThe journal of financeen
dc.titleAre overconfident CEOs better innovators?en
dc.typeJournal Articleen
dc.contributor.schoolCollege of Business (Nanyang Business School)en
dc.identifier.doi10.1111/j.1540-6261.2012.01753.xen
item.fulltextNo Fulltext-
item.grantfulltextnone-
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