01356nas a2200157   4500008004100000245013500041210006900176260000900245300001400254490000700268520071500275653003200990100001801022700002001040856013801060       2017                        eng d00aHorizon Problem and Firm Innovation: The Influence of CEO Career Horizon, Exploitation and Exploration on Breakthrough Innovations0 aHorizon Problem and Firm Innovation The Influence of CEO Career   c2017  a1801-18090 v463 aBuilding on labor market evaluations and legacy conservation motivation perspectives, we propose a mechanism to explain the relationship between CEO career horizons and breakthrough innovations. Using 10-year panel data from 681 U.S. firms, we find that firms that have a CEO with a short career horizon (measured by CEO age) tend to produce fewer breakthrough innovations. We also find that the relationship between CEO career horizon and breakthrough innovation is partially mediated by R&D spending, and also moderated by organizational learning behavior (exploration vs. exploitation). This study highlights how a CEO’s motivation to protect success in the short term affects the firm’s innovativeness.10aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aKim, Sang, Kyun  uhttps://business.oregonstate.edu/biblio/horizon-problem-and-firm-innovation-influence-ceo-career-horizon-exploitation-and-exploration01480nas a2200181   4500008004100000245014900041210006900190260000900259300001400268490000700282520076600289653003201055100001801087700001801105700002001123700001801143856013701161       2016                        eng d00aMixed Blessings: How Top Management Team Heterogeneity and Governance Structure Influence the Use of Corporate Venture Capital by Post-IPO Firms0 aMixed Blessings How Top Management Team Heterogeneity and Govern  c2016  a1208-12180 v693 aThis study examines the role of the top management team (TMT) and governance structures in the use of corporate venture capital (CVC) in firms that have recently undergone an initial public offering (IPO). The study is unique in that it sheds light on governance-related antecedents of strategic decision making in such firms. We integrate the insights of behavioral agency and upper echelon perspectives to develop our hypotheses. Our results show that in the presence of non-duality, a negative curvilinear relationship exists between TMT heterogeneity and the use of CVC. We also find that TMT heterogeneity and ownership motivate the use of CVC but only up to a certain threshold. Our findings contribute to the literatures of entrepreneurship and strategy.10aStrategy & Entrepreneurship1 aSahaym, Arvin1 aCho, Sam, Yul1 aKim, Sang, Kyun1 aMousa, Fariss  uhttps://business.oregonstate.edu/biblio/mixed-blessings-how-top-management-team-heterogeneity-and-governance-structure-influence-use