CEO Characteristics Enhancing the Impact of CEO Overconfidence on Firm Value After Mergers and Acquisitions — A Case Study in China
Chia-Hsien Tang,
Yen-Hsien Lee,
Ming-Chih Lee () and
Ya-Ling Huang ()
Additional contact information
Yen-Hsien Lee: Department of Finance, Chung Yuan Christian University, 200 Chung Pei Road, Chung Li District, Taoyuan City, Taiwan 32023, R.O.C.
Ming-Chih Lee: Department of Banking&Finance, Tamkang University, Taiwan
Ya-Ling Huang: Department of Golden-Ager Industry Management, Chaoyang University of Technology, Taiwan
Review of Pacific Basin Financial Markets and Policies (RPBFMP), 2020, vol. 23, issue 01, 1-19
Abstract:
This study aims to explore whether various characteristics of chief executive officers (CEO) enhance the impact of CEO overconfidence on a firm’s value after mergers and acquisitions. The study finds that overconfident CEOs have a positive impact on firm value after mergers and acquisitions. The study also shows that overconfidence amongst CEOs can help to explain merger and acquisition decisions and the likelihood of pursuing acquisitions. Young CEOs were also found to significantly increase the impact of CEO overconfidence on a firm’s value after mergers and acquisitions, while female CEOs were found to be more risk averse when compared to their male peers, with lower leverage and less volatility in their firms when compared to firms run by male CEOs.
Keywords: Overconfidence; corporate governance; mergers and acquisitions (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (3)
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Persistent link: https://EconPapers.repec.org/RePEc:wsi:rpbfmp:v:23:y:2020:i:01:n:s0219091520500034
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DOI: 10.1142/S0219091520500034
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