Does knowledge of digital technology affect corporate innovation? : Evidence from CEOs with digital technology backgrounds in China
Gespeichert in:
| Autor*in: |
Jiang, Anxuan [verfasserIn] Ma, Jianteng [verfasserIn] Wang, Zhitao [verfasserIn] Zhou, Ming [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2024 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Applied economics - New York, NY : Routledge, 1969, 56(2024), 49, Seite 5939-5956 |
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| Übergeordnetes Werk: |
volume:56 ; year:2024 ; number:49 ; pages:5939-5956 |
| Links: |
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| DOI / URN: |
10.1080/00036846.2023.2266605 |
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| Katalog-ID: |
1905223668 |
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| 982 | |2 26 |1 00 |x DE-206 |b Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage. | ||
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10.1080/00036846.2023.2266605 doi (DE-627)1905223668 (DE-599)KXP1905223668 DE-627 ger DE-627 rda eng Jiang, Anxuan verfasserin (DE-588)1320649599 (DE-627)1881193098 aut Does knowledge of digital technology affect corporate innovation? Evidence from CEOs with digital technology backgrounds in China Anxuan Jiang, Jianteng Ma, Zhitao Wang and Ming Zhou 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier CEO (dpeaa)DE-206 corporate innovation (dpeaa)DE-206 Digital technology (dpeaa)DE-206 digital technology backgrounds (dpeaa)DE-206 Ma, Jianteng verfasserin (DE-588)1320649297 (DE-627)1881170462 aut Wang, Zhitao verfasserin (DE-588)1261307704 (DE-627)1808509579 aut Zhou, Ming verfasserin (DE-588)1041905955 (DE-627)767927893 (DE-576)393573346 aut Enthalten in Applied economics New York, NY : Routledge, 1969 56(2024), 49, Seite 5939-5956 Online-Ressource (DE-627)269016880 (DE-600)1473581-7 (DE-576)077662199 1466-4283 nnns volume:56 year:2024 number:49 pages:5939-5956 https://www.tandfonline.com/doi/pdf/10.1080/00036846.2023.2266605 Verlag lizenzpflichtig https://doi.org/10.1080/00036846.2023.2266605 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 56 2024 49 5939-5956 26 01 0206 4589637383 x1z 09-10-24 26 00 DE-206 Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage. |
| spelling |
10.1080/00036846.2023.2266605 doi (DE-627)1905223668 (DE-599)KXP1905223668 DE-627 ger DE-627 rda eng Jiang, Anxuan verfasserin (DE-588)1320649599 (DE-627)1881193098 aut Does knowledge of digital technology affect corporate innovation? Evidence from CEOs with digital technology backgrounds in China Anxuan Jiang, Jianteng Ma, Zhitao Wang and Ming Zhou 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier CEO (dpeaa)DE-206 corporate innovation (dpeaa)DE-206 Digital technology (dpeaa)DE-206 digital technology backgrounds (dpeaa)DE-206 Ma, Jianteng verfasserin (DE-588)1320649297 (DE-627)1881170462 aut Wang, Zhitao verfasserin (DE-588)1261307704 (DE-627)1808509579 aut Zhou, Ming verfasserin (DE-588)1041905955 (DE-627)767927893 (DE-576)393573346 aut Enthalten in Applied economics New York, NY : Routledge, 1969 56(2024), 49, Seite 5939-5956 Online-Ressource (DE-627)269016880 (DE-600)1473581-7 (DE-576)077662199 1466-4283 nnns volume:56 year:2024 number:49 pages:5939-5956 https://www.tandfonline.com/doi/pdf/10.1080/00036846.2023.2266605 Verlag lizenzpflichtig https://doi.org/10.1080/00036846.2023.2266605 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 56 2024 49 5939-5956 26 01 0206 4589637383 x1z 09-10-24 26 00 DE-206 Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage. |
| allfields_unstemmed |
10.1080/00036846.2023.2266605 doi (DE-627)1905223668 (DE-599)KXP1905223668 DE-627 ger DE-627 rda eng Jiang, Anxuan verfasserin (DE-588)1320649599 (DE-627)1881193098 aut Does knowledge of digital technology affect corporate innovation? Evidence from CEOs with digital technology backgrounds in China Anxuan Jiang, Jianteng Ma, Zhitao Wang and Ming Zhou 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier CEO (dpeaa)DE-206 corporate innovation (dpeaa)DE-206 Digital technology (dpeaa)DE-206 digital technology backgrounds (dpeaa)DE-206 Ma, Jianteng verfasserin (DE-588)1320649297 (DE-627)1881170462 aut Wang, Zhitao verfasserin (DE-588)1261307704 (DE-627)1808509579 aut Zhou, Ming verfasserin (DE-588)1041905955 (DE-627)767927893 (DE-576)393573346 aut Enthalten in Applied economics New York, NY : Routledge, 1969 56(2024), 49, Seite 5939-5956 Online-Ressource (DE-627)269016880 (DE-600)1473581-7 (DE-576)077662199 1466-4283 nnns volume:56 year:2024 number:49 pages:5939-5956 https://www.tandfonline.com/doi/pdf/10.1080/00036846.2023.2266605 Verlag lizenzpflichtig https://doi.org/10.1080/00036846.2023.2266605 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 56 2024 49 5939-5956 26 01 0206 4589637383 x1z 09-10-24 26 00 DE-206 Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage. |
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10.1080/00036846.2023.2266605 doi (DE-627)1905223668 (DE-599)KXP1905223668 DE-627 ger DE-627 rda eng Jiang, Anxuan verfasserin (DE-588)1320649599 (DE-627)1881193098 aut Does knowledge of digital technology affect corporate innovation? Evidence from CEOs with digital technology backgrounds in China Anxuan Jiang, Jianteng Ma, Zhitao Wang and Ming Zhou 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier CEO (dpeaa)DE-206 corporate innovation (dpeaa)DE-206 Digital technology (dpeaa)DE-206 digital technology backgrounds (dpeaa)DE-206 Ma, Jianteng verfasserin (DE-588)1320649297 (DE-627)1881170462 aut Wang, Zhitao verfasserin (DE-588)1261307704 (DE-627)1808509579 aut Zhou, Ming verfasserin (DE-588)1041905955 (DE-627)767927893 (DE-576)393573346 aut Enthalten in Applied economics New York, NY : Routledge, 1969 56(2024), 49, Seite 5939-5956 Online-Ressource (DE-627)269016880 (DE-600)1473581-7 (DE-576)077662199 1466-4283 nnns volume:56 year:2024 number:49 pages:5939-5956 https://www.tandfonline.com/doi/pdf/10.1080/00036846.2023.2266605 Verlag lizenzpflichtig https://doi.org/10.1080/00036846.2023.2266605 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 56 2024 49 5939-5956 26 01 0206 4589637383 x1z 09-10-24 26 00 DE-206 Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage. |
| allfieldsSound |
10.1080/00036846.2023.2266605 doi (DE-627)1905223668 (DE-599)KXP1905223668 DE-627 ger DE-627 rda eng Jiang, Anxuan verfasserin (DE-588)1320649599 (DE-627)1881193098 aut Does knowledge of digital technology affect corporate innovation? Evidence from CEOs with digital technology backgrounds in China Anxuan Jiang, Jianteng Ma, Zhitao Wang and Ming Zhou 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier CEO (dpeaa)DE-206 corporate innovation (dpeaa)DE-206 Digital technology (dpeaa)DE-206 digital technology backgrounds (dpeaa)DE-206 Ma, Jianteng verfasserin (DE-588)1320649297 (DE-627)1881170462 aut Wang, Zhitao verfasserin (DE-588)1261307704 (DE-627)1808509579 aut Zhou, Ming verfasserin (DE-588)1041905955 (DE-627)767927893 (DE-576)393573346 aut Enthalten in Applied economics New York, NY : Routledge, 1969 56(2024), 49, Seite 5939-5956 Online-Ressource (DE-627)269016880 (DE-600)1473581-7 (DE-576)077662199 1466-4283 nnns volume:56 year:2024 number:49 pages:5939-5956 https://www.tandfonline.com/doi/pdf/10.1080/00036846.2023.2266605 Verlag lizenzpflichtig https://doi.org/10.1080/00036846.2023.2266605 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_39 GBV_ILN_60 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 56 2024 49 5939-5956 26 01 0206 4589637383 x1z 09-10-24 26 00 DE-206 Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage. |
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This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage.</subfield></datafield></record></collection>
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26 00 DE-206 Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage Does knowledge of digital technology affect corporate innovation? Evidence from CEOs with digital technology backgrounds in China Anxuan Jiang, Jianteng Ma, Zhitao Wang and Ming Zhou CEO (dpeaa)DE-206 corporate innovation (dpeaa)DE-206 Digital technology (dpeaa)DE-206 digital technology backgrounds (dpeaa)DE-206 |
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code="x">DE-206</subfield><subfield code="b">Global economies are increasingly focusing on digital technology to break through the conventional innovation development pattern. This study examines the degree to which CEOs with digital technology backgrounds affect corporate innovation. In a broader sense, it investigates the significance of digital technology in the innovation transformation of global economies. We find that CEOs with digital technology backgrounds significantly enhance corporate innovation performance. Mechanistic tests indicate that CEOs with digital technology backgrounds promote corporate innovation performance through a stronger willingness for digital transformation, higher level of internal control management and focus on fostering a stronger culture of collaboration compared to CEOs without digital technology backgrounds. Additionally, CEOs with digital technology backgrounds are better at promoting corporate innovation within state-owned enterprises and enterprises that do not receive industrial policy support. Further analysis suggests that CEOs have a greater impact on corporate innovation when the macroeconomic environment is compatible with their personal traits. Therefore, for companies competing in the field of digital technology, talent construction is vital to gaining a competitive advantage.</subfield></datafield></record></collection>
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| score |
7.3993044 |