{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/84543"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/84543","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"\"Corporate Governance and Firm-Level Competitive Behavior: Testing \"\"Capability\"\" and \"\"Motivation\"\" Effects in the United States Pharmaceutical Industry\"","abstract":"To test the hypotheses developed in accordance with the overall theoretical framework, I statistically investigate thirty-seven companies in the U.S. pharmaceutical industry over a three-year time period (1999-2001). The empirical results indicate that the board of directors has practically important resource provision roles. Adding more directors (especially independent outsiders) to the board and separating CEO and chairperson generally enhance a firm's capability for engaging in more assertive and diverse actions. In addition, moderating or motivational effects of the board also exist. Having more directors (especially independent outsiders) and assigning different individuals respectively as the CEO and the chairperson of the board are more effective in preventing shirking and encouraging managers to engage actively in more aggressive competitive actions. The empirical results also suggest that firm capability defines the scale and scope of firm-level competitive activity.","abstract_html":"To test the hypotheses developed in accordance with the overall theoretical framework, I statistically investigate thirty-seven companies in the U.S. pharmaceutical industry over a three-year time period (1999-2001). The empirical results indicate that the board of directors has practically important resource provision roles. Adding more directors (especially independent outsiders) to the board and separating CEO and chairperson generally enhance a firm's capability for engaging in more assertive and diverse actions. In addition, moderating or motivational effects of the board also exist. Having more directors (especially independent outsiders) and assigning different individuals respectively as the CEO and the chairperson of the board are more effective in preventing shirking and encouraging managers to engage actively in more aggressive competitive actions. The empirical results also suggest that firm capability defines the scale and scope of firm-level competitive activity.","abstract_has_math":false,"creators":["He, Jinyu"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":["Mahoney, Joseph T."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-25T22:21:34Z","date_published":"2015-09-25T22:21:34Z","updated_at":"2026-07-22T22:26:23Z","subjects":["Business Administration, Management"],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(MiAaPQ)AAI3199015"],"render_values":[{"text":"(MiAaPQ)AAI3199015","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/84543","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Mahoney, Joseph T."]},{"key":"dc:creator","label":"Author","values":["He, Jinyu"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2015-09-25T22:21:34Z","10000-01-01","2005"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business Administration, Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/84543","(MiAaPQ)AAI3199015"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["To test the hypotheses developed in accordance with the overall theoretical framework, I statistically investigate thirty-seven companies in the U.S. pharmaceutical industry over a three-year time period (1999-2001). 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The empirical results indicate that the board of directors has practically important resource provision roles. Adding more directors (especially independent outsiders) to the board and separating CEO and chairperson generally enhance a firm's capability for engaging in more assertive and diverse actions. In addition, moderating or motivational effects of the board also exist. Having more directors (especially independent outsiders) and assigning different individuals respectively as the CEO and the chairperson of the board are more effective in preventing shirking and encouraging managers to engage actively in more aggressive competitive actions. The empirical results also suggest that firm capability defines the scale and scope of firm-level competitive activity.","Made available in DSpace on 2015-09-25T22:21:34Z (GMT). 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