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Journal articles on the topic 'CEO bias'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Shen, Wei, David H. Zhu, and Qi Zhu. "Intergroup Bias and New CEO Turnover." Academy of Management Proceedings 2015, no. 1 (2015): 17258. http://dx.doi.org/10.5465/ambpp.2015.17258abstract.

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2

Yu, Chia-Feng (Jeffrey). "Interactive Reporting Bias Surrounding CEO Turnover." European Accounting Review 26, no. 2 (2016): 239–82. http://dx.doi.org/10.1080/09638180.2016.1145068.

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3

Wong, M. H. Franco, and X. Frank Zhang. "CEO Optimism and Analyst Forecast Bias." Journal of Accounting, Auditing & Finance 29, no. 3 (2014): 367–92. http://dx.doi.org/10.1177/0148558x14536185.

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4

Souissi, Yasmine, Anis Jarboui, and David McMillan. "Does CEO emotional bias affect performance?" Cogent Economics & Finance 6, no. 1 (2018): 1453452. http://dx.doi.org/10.1080/23322039.2018.1453452.

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5

Banerjee, Suman, Mark Humphery-Jenner, and Vikram Nanda. "Does CEO bias escalate repurchase activity?" Journal of Banking & Finance 93 (August 2018): 105–26. http://dx.doi.org/10.1016/j.jbankfin.2018.02.003.

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6

Kim, Y. Han (Andy). "Self attribution bias of the CEO: Evidence from CEO interviews on CNBC." Journal of Banking & Finance 37, no. 7 (2013): 2472–89. http://dx.doi.org/10.1016/j.jbankfin.2013.02.008.

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7

Haider, Imran, Nigar Sultana, Harjinder Singh, and Yeut Hong Tham. "CEO age and analysts forecast properties." Asian Review of Accounting 28, no. 1 (2019): 1–23. http://dx.doi.org/10.1108/ara-02-2019-0054.

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Purpose The purpose of this paper is to assess whether there is an association between CEO age and analysts forecast properties (particularly forecast accuracy and bias/optimism). CEOs, having the central role in managing firms, can significantly influence the financial and non-financial decisions in an organisation. Furthermore, having been identified as key culprits in past major accounting scandals, it is also important to identify the CEO characteristics that affect financial reporting decisions. Design/methodology/approach This study adopts the upper echelon theory on the relationship bet

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8

Baldenius, Tim, Xiaojing Meng, and Lin Qiu. "Biased Boards." Accounting Review 94, no. 2 (2018): 1–27. http://dx.doi.org/10.2308/accr-52210.

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ABSTRACT We study a corporate board tasked with monitoring a firm's CEO and providing incrementally decision-relevant information. The board has both compensation and non-pecuniary incentives—we label the latter board bias. Friendly boards have muted information gathering incentives, but can more effectively engage in cheap talk communication with management. As a result, the direction of the optimal board bias is determined by the CEO's initial information advantage: the board should be weakly friendly if the CEO is endowed with precise information, and weakly antagonistic (to the CEO) otherw

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9

Braegelmann, Kylie A., and Nacasius U. Ujah. "Gender matters: market perception of future performance." Managerial Finance 46, no. 10 (2020): 1247–62. http://dx.doi.org/10.1108/mf-02-2019-0055.

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PurposeThis paper aims to revisit the extant evidence on gender bias in the market. Specifically, it revisits reaction to CEO announcements. Also, it explores whether the development of the bias over time and by firm size aligns with existing theory.Design/methodology/approachThe paper examines cumulative abnormal returns around CEO announcements from 1992 through 2016 using a modified event study methodology. This evidence shown examines market reactions over time and by firm size.FindingsFinancial markets react more favorably to male CEO announcements, with a cumulative abnormal return of 49

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10

Arnold, Thomas M. "CEO Stock Options and Analysts’ Forecast Accuracy and Bias." CFA Digest 42, no. 3 (2012): 35–37. http://dx.doi.org/10.2469/dig.v42.n3.46.

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11

Azouzi, Mohamed Ali, and Anis Jarboui. "CEO emotional bias and investment decision Bayesian Network method." Corporate Ownership and Control 9, no. 2 (2012): 239–56. http://dx.doi.org/10.22495/cocv9i2c2art1.

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This research examines the determinants of firms’ investment introducing a behavioral perspective that has received little attention in corporate finance literature. The following central hypothesis emerges from a set of recently developed theories: Investment decisions are influenced not only by their fundamentals but also depend on different factors. One factor is the biasness of any CEO to their investment, biasness depends on the cognition and emotions, because some leaders use them as heuristic for the investment decision instead of fundamentals. Keeping this in view, this paper shows how

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12

SCHNEIDER, CHRISTOPH, and OLIVER SPALT. "Conglomerate Investment, Skewness, and the CEO Long-Shot Bias." Journal of Finance 71, no. 2 (2016): 635–72. http://dx.doi.org/10.1111/jofi.12379.

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Mohamed Ali, Azouzi, and Jarboui Anis. "CEO emotional bias and dividend policy: Bayesian network method." Business and Economic Horizons 7 (June 28, 2012): 1–18. http://dx.doi.org/10.15208/beh.2012.1.

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14

Azouzi, Mohammad Ali, and Jarboui Anis. "CEO emotional bias and investment decision, Bayesian network method." Management Science Letters 2, no. 4 (2012): 1259–78. http://dx.doi.org/10.5267/j.msl.2012.02.012.

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15

Kanagaretnam, Kiridaran, Gerald J. Lobo, and Robert Mathieu. "CEO stock options and analysts’ forecast accuracy and bias." Review of Quantitative Finance and Accounting 38, no. 3 (2011): 299–322. http://dx.doi.org/10.1007/s11156-011-0229-0.

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16

de Vaan, Mathijs, Benjamin Elbers, and Thomas A. DiPrete. "Obscured Transparency? Compensation Benchmarking and the Biasing of Executive Pay." Management Science 65, no. 9 (2019): 4299–317. http://dx.doi.org/10.1287/mnsc.2018.3151.

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The disclosure of compensation peer groups is argued to provide shareholders with valuable information that can be used to scrutinize chief executive officer (CEO) compensation. However, research suggests that there are substantial incentives for executives and directors to bias the compensation peer group upward such that the CEO can extract additional rent. We leverage the idea that reciprocated peer nominations are unlikely to be biased to construct counterfactual peer groups that allow us to measure the bias of disclosed peer groups. Analyses of 11 years of comprehensive data on compensati

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17

Souissi, Yasmine, Mohamed Ali Azouzi, and Anis Jarboui. "Bank CEO emotional bias and incentive systems: structural equations model." EuroMed J. of Management 1, no. 4 (2016): 296. http://dx.doi.org/10.1504/emjm.2016.082723.

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Souissi, Yasmine, Mohamed Ali Azouzi, and Anis Jarboui. "Bank CEO emotional bias and incentive systems: structural equations model." EuroMed J. of Management 1, no. 4 (2016): 296. http://dx.doi.org/10.1504/emjm.2016.10003647.

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19

Li, Michelle, and Helen Roberts. "CEO board membership: implications for firm value." Pacific Accounting Review 30, no. 3 (2018): 352–70. http://dx.doi.org/10.1108/par-05-2017-0037.

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Purpose This paper aims to examine the relation between CEO board membership and firm performance. Design/methodology/approach This paper investigates the relationship between firm performance and CEO board membership, applying two-stage least squares, propensity score matching and correcting for self-selection bias across a unique sample of publicly listed New Zealand firms that demonstrate a definitive variation in CEO board membership. Findings This study finds that CEO board membership has a positive impact on firm performance, and these benefits are greater for more complex firms. Researc

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20

Souissi, Yasmine, Bassem Salhi, and Anis Jarboui. "The CEO’s emotional bias and the delegation of decision-making rights." International Journal of Law and Management 62, no. 5 (2020): 427–52. http://dx.doi.org/10.1108/ijlma-04-2018-0065.

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Purpose The purpose of this paper is to document the relation between the bank’s regional CEO’s emotional bias (optimism and loss aversion) and the delegation of decision rights to the account manager. Design/methodology/approach The partial least squares (PLS) method is applied to investigate the degree to which bank’s regional CEO delegate decisions and the circumstances that drive variation in delegation. Findings The results show that delegation does not appear to be monolithic; instead, the results show that delegation varies with the personal characteristics of the bank’s regional CEO. P

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21

Wu, Chao, Rongjie Lv, and Youzhi Xue. "Slap or clap? Impact of controversial governance practice on media coverage." Kybernetes 49, no. 2 (2019): 554–77. http://dx.doi.org/10.1108/k-03-2019-0139.

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Purpose This study aims to examine the impact of controversial governance practices on media coverage under a specific context. Based on the attribution theory, this study develops a theoretical framework to explore how antecedent factors can influence attribution process under a particular cultural context. Design/methodology/approach This paper presents a behavioral view of the media and corporate governance to demonstrate how media attributes different reasons for the same controversial governance practice in Chinese-specific context. Using 1,198 non-state-owned listed company observations

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22

Becker, Jochen, Josip Medjedovic, and Christoph Merkle. "The Effect of CEO Extraversion on Analyst Forecasts: Stereotypes and Similarity Bias." Financial Review 54, no. 1 (2019): 133–64. http://dx.doi.org/10.1111/fire.12173.

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23

Kolev, Gueorgui I. "The Stock Market Bubble, Shareholders' Attribution Bias and Excessive Top CEO Pay." Journal of Behavioral Finance 9, no. 2 (2008): 62–71. http://dx.doi.org/10.1080/15427560802093647.

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24

Ormiston, Margaret, and Elaine M. Wong. "The role of gender bias and self-presentation on journalist-CEO interactions." Academy of Management Proceedings 2021, no. 1 (2021): 14014. http://dx.doi.org/10.5465/ambpp.2021.14014abstract.

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25

Boyar, Lee B., and Paquita Davis-Friday. "Assessing a golden opportunity: CEO performance at McDonald’s." CASE Journal 15, no. 5 (2019): 397–415. http://dx.doi.org/10.1108/tcj-12-2017-0118.

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Theoretical basis Financial accounting to assess stewardship: the case requires students to evaluate Thompson’s stewardship of McDonald’s, in part based on the company’s financial accounting information. Financial reporting performs an important societal role by helping control agency problems that arise from the separation of ownership and management. Since external stakeholders cannot “observe directly the extent and quality of managerial effort on their behalf […] the manager may be tempted to shirk […] blaming any deterioration of firm performance on factors beyond his/her control” (Scott,

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26

Graefe-Anderson, Rachel, Unyong Pyo, and Baoqi Zhu. "Does CEO compensation suppress employee wages?" Review of Accounting and Finance 17, no. 4 (2018): 426–52. http://dx.doi.org/10.1108/raf-04-2017-0065.

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Purpose This study aims to examine the impact of CEO equity-based compensation (EBC) on employee wages. It also examines the impact of EBC on average employee wages in different industries and business cycles. Design/methodology/approach The authors use pay-performance sensitivity (PPS) to measure for CEO EBC and run OLS models with year and industry dummies. As many firms do not report labor expenses, the authors conduct the two-step analysis as in Heckman (1979) to overcome the potential selection bias. Findings The authors find that CEOs with higher EBC tend to pay their employees lower wag

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27

Almadi, Madi, and Philip Lazic. "CEO incentive compensation and earnings management." Management Decision 54, no. 10 (2016): 2447–61. http://dx.doi.org/10.1108/md-05-2016-0292.

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Purpose The purpose of this paper is to investigate the impact of CEO incentive-based compensation on earnings management, taking into account the influence of institutional settings and corporate governance systems. Design/methodology/approach Using archival data of 3,000 British, Australian, German, and Austrian firm-years between 2005 and 2014, the study applies fixed-effect estimator to reduce risks of endogeneity bias. Findings The findings reveal that institutional factors influence the relationship between CEO incentive-based compensation and earnings management. Particularly, firms fro

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28

Veenstra, H., G. A. M. Hurkx, D. van Goor, H. Brekelmans, and J. R. Long. "Analyses and design of bias circuits tolerating output voltages above BV/sub CEO/." IEEE Journal of Solid-State Circuits 40, no. 10 (2005): 2008–18. http://dx.doi.org/10.1109/jssc.2005.852829.

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29

Friedman, Henry L. "Implications of power: When the CEO can pressure the CFO to bias reports." Journal of Accounting and Economics 58, no. 1 (2014): 117–41. http://dx.doi.org/10.1016/j.jacceco.2014.06.004.

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30

Zuraik, Abdelrahman, and Louise Kelly. "The role of CEO transformational leadership and innovation climate in exploration and exploitation." European Journal of Innovation Management 22, no. 1 (2019): 84–104. http://dx.doi.org/10.1108/ejim-10-2017-0142.

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Purpose The purpose of this paper is to investigate the relationship among CEO transformational leadership, innovation climate and organizational innovation through exploration and exploitation. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to individuals working in teams in US-based corporations, with a collected sample size of 215 organizations. Findings Results show that CEO transformational leadership has a direct positive effect on organizational innovation and an indirect effect through innovation climate. CEO leadership is more impactfu

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31

Khalil, Samer K., Jeffrey R. Cohen, and Gregory M. Trompeter. "Auditor Resignation and Firm Ownership Structure." Accounting Horizons 25, no. 4 (2011): 703–27. http://dx.doi.org/10.2308/acch-50061.

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SYNOPSIS This paper investigates whether the likelihood of auditor resignations and the associated stock market reaction in family firms is significantly different from that in non-family firms. It also examines whether the aforementioned associations vary with the identity of the CEO managing family firms (founder, descendant, or non-family CEO). Relying on a sample of auditor resignations in the U.S. over five calendar years, 2004–2008, and using two control samples (matched and random) as benchmarks, we document the following. First, the likelihood of auditor resignations in family firms is

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32

Lee, Jong Eun. "CEO Overconfidence And The Effectiveness Of Internal Control Over Financial Reporting." Journal of Applied Business Research (JABR) 32, no. 1 (2015): 81. http://dx.doi.org/10.19030/jabr.v32i1.9525.

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<p>In this study, I investigate the association between overconfidence, a cognitive bias of chief executive officers (CEOs), and the existence of internal control weaknesses (ICWs). As suggested in the prior finance literature on the negative impact of CEO overconfidence on corporate policy, overconfident CEOs could disregard the importance of internal control over financial reporting (ICFR), which could negatively affect the firm’s investment for infrastructure to implement effective financial reporting information system (FRIS) and result in less reliable financial information. Empiric

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33

Wiratama, Bayu, Kris Brantas Abiprayu, and Siti Ridloah. "Does managerial bias pose destructive impact on company? A non-linear relationship between CEO’s overconfidence and company value." Diponegoro International Journal of Business 1, no. 2 (2018): 105. http://dx.doi.org/10.14710/dijb.1.2.2018.105-111.

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This research aims at testing the influence of CEO’s Overconfidence (KDB) on the values of companies registered with the Indonesian Stock Exchange in the period 2007-2015. KDB is a bias inherent in individual, particularly corporate CEO resulted from his/her great authority. A CEO with KDB will assume that his/her company has investment opportunities in the future and, thus, reduce dividend in anticipation of acquiring an investment opportunity in the future. Some opinions argue that KDB’s benefit will be maximal when the confidence is at moderate level. A manager is deemed able to contribute

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34

Romero-McCarthy, Juan, and German Cespedes. "A Glimpse into the Boardroom Black Box: Attentional Bias, Power Dynamics and CEO Interconnectedness." Academy of Management Proceedings 2021, no. 1 (2021): 12174. http://dx.doi.org/10.5465/ambpp.2021.12174abstract.

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35

Park, Kyung-Hee, Jinho Byun, and Paul Moon Sub Choi. "Managerial Overconfidence, Corporate Social Responsibility Activities, and Financial Constraints." Sustainability 12, no. 1 (2019): 61. http://dx.doi.org/10.3390/su12010061.

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Managerial overconfidence refers to managers’ cognitive bias, according to which they demonstrate unwarranted belief in their own judgments and capabilities. This study provides a new measurement of CEO overconfidence through textual analysis of management discussion and analysis (MD&A) in 10-K documents by making use of the US Securities and Exchange Commission (SEC) EDGAR database. Overconfidence was obtained from “optimism” using the Diction program. From a sample of 19,367 US firms from 1994 to 2016, we found that CEO overconfidence was negatively related to corporate social responsibi

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36

Adae, Eric Kwame. "Weightier Matters." Janus Head 19, no. 1 (2021): 39–59. http://dx.doi.org/10.5840/jh20211914.

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Trendwatchers have spotted some seismic shifts in relations between business and politics. Particularly, Chief Executive Officers (CEOs) are increasingly weighing in on greater good issues. Although a global phenomenon, current CEO activism scholarship reflects a Western focus; an ideological bias for modernist perspectives; a preponderance of White male CEO voices, and the relative elision of female activist CEOs. While, generally, no empirically-based typology of the sociopolitical issues that matter to activist CEOs exists, the specific range of causes of particular concern to non-Western C

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37

Chang, Yuan. "Moderating Effects of Media Coverage and Corporate Governance on CSR-CFP Nexus-Evidence from Listed Companies on Taiwan Stock Exchange." International Journal of Economics and Finance 8, no. 5 (2016): 190. http://dx.doi.org/10.5539/ijef.v8n5p190.

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Media coverage helps firm’s benevolent action under the sunlight (well-known by the public). Effective CEO incentive compensation and sound corporate governance align the interest of management with the firm by forming correct and efficient decision on positive-feedback social activities. This paper examines whether media coverage, compensation and corporate governance act as positive moderators for the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP), namely, CSR-CFP nexus. Based on data of TWSE-listed companies during 2005-2009, regression

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38

Rhee, Chang Seop, and Boyoung Moon. "New Chief Executive Officers Earnings Forecasts Bias At Their First Year Term And Role Of Financial Analysts: Korean Evidence." Journal of Applied Business Research (JABR) 31, no. 4 (2015): 1267. http://dx.doi.org/10.19030/jabr.v31i4.9300.

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This study investigates newly appointed Chief Executive Officers (CEOs) earnings forecasts bias at their first year term using listed firm data in Korea. Prior literature reports that new CEOs prefer to report low earnings (big bath or cookie jar accounting) at their first year term for the purpose of income smoothing. However, it is hard to find the studies about new CEOs earnings forecasts bias at the term of low earnings reporting incentive. We question what earnings forecasts bias they usually have when they are interested in low earnings reporting.From the empirical tests, we find that ne

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39

Ormiston, Margaret, and Elaine M. Wong. "Ask Me Anything: The Influence of Gender Bias on Journalist Questions of CEOs and CEO Responses." Academy of Management Proceedings 2019, no. 1 (2019): 11451. http://dx.doi.org/10.5465/ambpp.2019.11451abstract.

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40

Shi, Zhen, Powan Shum, Zhifeng Zhou, and Lawrence Kwok-Yan Li. "Effect of bias voltage on the properties of CeO 2−x coatings prepared by magnetron sputtering." Surface and Coatings Technology 326 (October 2017): 411–16. http://dx.doi.org/10.1016/j.surfcoat.2016.11.104.

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41

Nagel, Gregory L. "The Overconfidence Of Boards And The Increase In CEO Pay Over Time." Journal of Applied Business Research (JABR) 30, no. 6 (2014): 1901. http://dx.doi.org/10.19030/jabr.v30i6.8902.

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This paper is based on Robert Shillers view that hiring of external CEOs is excessive due to boards overconfidence and causes reduced firm performance. External hire selections provide all CEOs with bargaining power. I show excessive external hiring provides an alternative explanation (excessive bargaining power) for the upward trend in CEO pay since 1945 that is largely consistent with the observed facts. A survey of the direct evidence on external hires performance provides uniform support for Shillers view after accounting for research supporting alternative views that only includes CEOs wh

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42

Inoue, Tomoyasu, Yasuhiro Yamamoto, and Masataka Satoh. "Low-Temperature Epitaxial Growth of CeO$_{\bf 2}$(110)/Si(100) Structure by Evaporation under Substrate Bias." Japanese Journal of Applied Physics 35, Part 2, No. 12B (1996): L1685—L1688. http://dx.doi.org/10.1143/jjap.35.l1685.

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43

Huang, Ting-Chiao, Hua-Wei Huang, and Chih-Chen Lee. "Corporate executive’s gender and audit fees." Managerial Auditing Journal 29, no. 6 (2014): 527–47. http://dx.doi.org/10.1108/maj-03-2013-0837.

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Purpose – The purpose of this study is to investigate the association between a corporate executive’s gender and audit fees. Based on the findings of extant research that there are gender-based differences that may have implications for the financial reporting process, the authors posit an association between CEO gender and audit fees. Design/methodology/approach – The authors test their hypothesis by performing both univariate and multivariate regression analyses on a sample of 8,402 Compustat firm-year observations from US firms for 2003-2010. Findings – The authors' findings indicate that f

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44

Grashuis, Jasper. "The agency cost of ownership and governance adaptations in farm producer organizations." Agricultural Finance Review 80, no. 2 (2019): 200–211. http://dx.doi.org/10.1108/afr-07-2019-0079.

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Purpose Many farm producer organizations pursue growth and complexity in response to price volatility, industry consolidation and other external developments. Consequently, as ownership is dispersed and control is delegated, members may face increasing agency cost. In spite of the potential to impact performance and even survival, empirical attention to agency problems in farm producer organizations is limited. The purpose of this paper is to address the gap in the literature with an empirical study. Design/methodology/approach With survey responses from 365 farm producer organizations in the

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45

Barati, Sayeed, and Mohaamdareza Abdoli. "Designing a Model and Explaining Persuasion Techniques in Disclosure Financial Reports by Companies with Job Acquisition Incentives Bias CEO." Iranian journal of Value and Behavioral Accounting 3, no. 6 (2019): 199–240. http://dx.doi.org/10.29252/aapc.3.6.199.

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46

Saito, Yoshie. "The effect of nonrecurring items on goodwill and CEO market-based compensation." Review of Accounting and Finance 17, no. 2 (2018): 150–76. http://dx.doi.org/10.1108/raf-11-2016-0185.

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Purpose This paper aims to analyze the association between goodwill defined as difference between market and book value of equity and reports of nonrecurring items, namely, special items, discontinued operations and extraordinary items to suggest information related to restructuring activities measured by these items can link the valuation and incentive roles of accounting. Economic intuition suggests that successful managerial efforts should increase firm value. Yet, the link between the valuation and stewardship roles of earnings has been difficult to verify. Design/methodology/approach The

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47

Marshall, Ariela L., Urshila Durani, and Joseph Mikhael. "Women in academic medicine leadership: correlation between sex of medical school deans and affiliated academic hospital system CEOs." BMJ Leader 4, no. 2 (2020): 82–84. http://dx.doi.org/10.1136/leader-2019-000151.

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BackgroundWomen are currently under-represented in ‘C-suite’ leadership positions at academic medical centres, including medical school deans, department chairs and hospital chief executive officers (CEOs). There are many potential reasons for the low percentage of women in academic medical leadership, including lack of mentorship and sponsorship, increased non-work responsibilities compared with men, implicit bias, and others.MethodsWe collected data from 136 fully accredited US allopathic medical schools regarding sex of the medical school dean and sex of the CEO of the largest academic medi

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48

Chakraverty, Mayank, and Harish M. Kittur. "First Principle Study of Tunnel Currents through CeO₂, Y₂O₃, TiO₂ and Al₂O₃ Dielectrics in MOSFETs for Ultra Large Scale Integration." Advanced Materials Research 584 (October 2012): 428–32. http://dx.doi.org/10.4028/www.scientific.net/amr.584.428.

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High gate leakage current, as a central problem, has decelerated the downscaling of minimum feature size of the field effect transistors In this paper, a combination of density functional theory and non equilibrium Green’s function formalism has been applied to the atomic scale calculation of the tunnel currents through CeO2, Y2O3, TiO2 and Al2O3 dielectrics in MOSFETs. The tunnel currents for different bias voltages applied to Si/Insulator/Si systems have been obtained along with tunnel conductance v/s bias voltage plots for each system. The results are in agreement to the use of high dielect

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49

Chai, Qingfu, Dimitrios Vortelinos, and Huainan Zhao. "Do firms’ leverage deviations affect overconfident CEOs’ acquisition decisions?" Corporate Ownership and Control 13, no. 3 (2016): 110–20. http://dx.doi.org/10.22495/cocv13i3p10.

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In this paper, we examine how an overconfident manager makes an acquisition decision based on whether or not her/his firm is excessively deviated from the target capital structure. In specially, we find that when her firm is overleveraged, overconfident CEO’s are likely to merge relatively smaller firms. Conditional on making acquisitions, overconfident CEOs are less likely to use stock to finance the acquisition, contrary to previous capital structure literature. Furthermore, when her firm is overleveraged, the overconfident CEO is likely to make value enhancing acquisition, since the market

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50

Kanze, Dana, Mark A. Conley, Tyler G. Okimoto, Damon J. Phillips, and Jennifer Merluzzi. "Evidence that investors penalize female founders for lack of industry fit." Science Advances 6, no. 48 (2020): eabd7664. http://dx.doi.org/10.1126/sciadv.abd7664.

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Are female founding CEOs penalized when raising funds for their ventures based on industry served? Across an observational study conducted on ventures seeking funding (N = 392) and an experimental study conducted on investors allocating venture funding (N = 130), we find evidence for a “lack of fit” effect: Female-led ventures catering to male-dominated industries receive significantly less funding at significantly lower valuations than female-led ventures catering to female-dominated industries. In contrast, male-led ventures attain similar funding and valuation outcomes regardless of the gen

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