Toxic Origins, Toxic Decisions: Bias in CEO Selection
New research reveals selection bias in CEO promotion amplifies risk-taking. CEOs born near future Superfund sites (exposed to prenatal pollution) are more likely to be promoted internally, suggesting firms reward apparent success without considering inherent risk tolerance. These 'Superfund CEOs' excel internally but pursue riskier external policies after promotion, leading to greater volatility and weaker performance. The study indicates firms may mistake luck for skill, inadvertently selecting high-variance risk-takers whose traits only become detrimental when decision-making shifts to public, irreversible domains.
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