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From survival to silos: CEOs with famine experience and corporate collaborative culture
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DOI：10.1016/j.ribaf.2026.103467.png)
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Abstract
En 中文
• CEOs who experienced the Great Famine during childhood significantly inhibit the development of corporate collaborative culture. • The effect exhibits heterogeneity across different collaboration dimensions and age cohorts. • We identify the suppression of CEOs’ prosocial traits as a potential mechanism. • Constraints arising from the firm’s inherent structural attributes influence the effect of famine-CEOs.
Keywords:
famine experience
corporate collaborative culture
CEO prosocial traits
firm structure
organizational behavior
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