Controlled risk taking as a driver of value creation
Controlled risk taking as a driver of value creation
Prior literature has independently identified moderate positive relationships between firm value creation and both entrepreneurial orientation and corporate governance. However, the literature indicates a need to identify moderators of these relationships. We posit that entrepreneurial orientation and corporate governance have the greatest impact on sustainable value creation when both are present. We test the hypothesized interaction effect of entrepreneurial orientation and corporate governance on value creation in a unique longitudinal setting using well-validated operationalizations of entrepreneurial orientation and corporate governance measures for S&P 500 firms between 1999 and 2007. We find strong support for our interaction hypothesis, suggesting that sustainable value creation is maximized by controlled risk taking, not control or risk taking alone.
15131
Keil, Thomas
807b2e1e-bb32-46ff-b3d0-0390af4d7c43
Maula, Markku v. j.
07edf2d7-194e-496d-aa78-3ef3aff6f491
Syrigos, Evangelos d.
b1c15e33-35b2-4c6a-ba96-02938a9b5174
1 January 2014
Keil, Thomas
807b2e1e-bb32-46ff-b3d0-0390af4d7c43
Maula, Markku v. j.
07edf2d7-194e-496d-aa78-3ef3aff6f491
Syrigos, Evangelos d.
b1c15e33-35b2-4c6a-ba96-02938a9b5174
Keil, Thomas, Maula, Markku v. j. and Syrigos, Evangelos d.
(2014)
Controlled risk taking as a driver of value creation.
Academy of Management Proceedings, 2014 (1), .
(doi:10.5465/ambpp.2014.15131abstract).
Abstract
Prior literature has independently identified moderate positive relationships between firm value creation and both entrepreneurial orientation and corporate governance. However, the literature indicates a need to identify moderators of these relationships. We posit that entrepreneurial orientation and corporate governance have the greatest impact on sustainable value creation when both are present. We test the hypothesized interaction effect of entrepreneurial orientation and corporate governance on value creation in a unique longitudinal setting using well-validated operationalizations of entrepreneurial orientation and corporate governance measures for S&P 500 firms between 1999 and 2007. We find strong support for our interaction hypothesis, suggesting that sustainable value creation is maximized by controlled risk taking, not control or risk taking alone.
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Published date: 1 January 2014
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Local EPrints ID: 495658
URI: http://eprints.soton.ac.uk/id/eprint/495658
ISSN: 2151-6561
PURE UUID: 78d2d3a2-268e-4069-a380-33b951b9a875
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Date deposited: 20 Nov 2024 17:40
Last modified: 20 Nov 2024 17:42
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Author:
Thomas Keil
Author:
Markku v. j. Maula
Author:
Evangelos d. Syrigos
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