Please use this identifier to cite or link to this item: https://hdl.handle.net/2445/221525
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dc.contributor.authorHutschenreiter, Dennis C.-
dc.contributor.authorQianshuo, Liu-
dc.date.accessioned2025-06-13T09:54:21Z-
dc.date.available2025-06-13T09:54:21Z-
dc.date.issued2025-
dc.identifier.urihttps://hdl.handle.net/2445/221525-
dc.description.abstractInstitutional common ownership of firm pairs in the same industry increases the likelihood of a preexisting social connection among their CEOs. We establish this relationship using a quasinatural experiment that exploits institutional mergers combined with firms' hiring events and detailed information on CEO biographies. In addition, for peer firms, gaining a CEO connection from a hiring firm's CEO appointment correlates with higher returns on assets, stock market returns, and decreasing product similarity between companies. We find evidence consistent with common owners allocating CEO connections to shape managerial decisionmaking and increase portfolio firms' performance.ca
dc.format.extent68 p.-
dc.format.mimetypeapplication/pdf-
dc.language.isoengca
dc.relation.ispartofUB Economics – Working Papers, 2025, E25/486-
dc.relation.ispartofseries[WP E-Eco25/486]ca
dc.rightscc-by-nc-nd, (c) Hutschenreiter, et al., 2025-
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/es/*
dc.sourceUB Economics – Working Papers [ERE]-
dc.subject.classificationGestió de cartera-
dc.subject.classificationInversions-
dc.subject.classificationCooperació empresarial-
dc.subject.otherPortfolio management-
dc.subject.otherInvestments-
dc.subject.otherEnterprise cooperation-
dc.titleFrom Rivals to Allies? CEO Connections in an Era of Common Ownershipca
dc.typeinfo:eu-repo/semantics/workingPaperca
dc.rights.accessRightsinfo:eu-repo/semantics/openAccessca
Appears in Collections:UB Economics – Working Papers [ERE]

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