Top Management Team Education Experience Heterogeneity and Corporate Innovation: Evidence from China

Rongli Yuan et al.

Australian Accounting Review2025https://doi.org/10.1111/auar.70005article
AJG 2ABDC B
Weight
0.37

Abstract

This study examines the impact of top management team (TMT) education experience heterogeneity on corporate innovation. Using a dataset of Chinese listed companies during 2008–2017, we find robust evidence of a positive relationship between TMT education experience heterogeneity and corporate innovation. Our findings remain consistent across various robustness checks, including a firm fixed effects model, extended test windows of corporate innovation, controlling for potentially omitted variables, excluding firms in first‐tier cities, instrumental variable estimations and analysis of an exogenous shock. The positive effect is more pronounced for firms with higher managerial remuneration and those deemed more socially important. Further analysis reveals that enhanced risk‐taking and improved social relationships are the two channels through which TMT education experience heterogeneity promotes corporate innovation. Our study contributes new insights into the effects of TMT education experience heterogeneity.

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@article{rongli2025,
  title        = {{Top Management Team Education Experience Heterogeneity and Corporate Innovation: Evidence from China}},
  author       = {Rongli Yuan et al.},
  journal      = {Australian Accounting Review},
  year         = {2025},
  doi          = {https://doi.org/https://doi.org/10.1111/auar.70005},
}

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Evidence weight

0.37

Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40

F · citation impact0.16 × 0.4 = 0.06
M · momentum0.53 × 0.15 = 0.08
V · venue signal0.50 × 0.05 = 0.03
R · text relevance †0.50 × 0.4 = 0.20

† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.