Mario Daniele Amore
Biographic Data
| ID | 5526872 |
|---|---|
| NAME | Mario Daniele Amore |
| GIVEN NAMES | Mario Daniele |
| FAMILY NAME | Amore |
| SIGNATURE | AMORE M D |
| AFFILIATIONS | Bocconi University |
| ORCID | 0000-0003-4107-6979 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 2 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 1 |
The role of culture in family firms
How Leaders Influence (un)Ethical Behaviors Within Organizations
We use a lab experiment to examine whether and how leaders influence workers’ (un)ethical behavior through financial reporting choices. We randomly assign the role of leaders or workers to subjects, who can choose to report an outcome via automatic or self-reporting. Self-reporting allows for profitable and undetectable earnings manipulation. We vary the leaders’ ability to choose the reporting method and to punish workers. We show that workers a…
Political elections and corporate investment
Recent literature shows that the spike in uncertainty during political elections harms firms’ investment. Bridging insights from international business and political science, we argue that the effect of political elections on firms’ investment activities is contingent on the country’s electoral system. In particular, we expect the negative effect of elections on corporate investment to be smaller for firms operating in plurality systems. We test …
Peer firms and board appointments in family firms
This paper examines how neighbouring companies affect family firms’ decision to appoint non-family directors. Results indicate that being geographically close to firms with non-family directors increases a focal firm’s likelihood of having non-family members in its own board. This finding holds using a regulatory change that generates exogenous variations in the boards of local peer firms. Moreover, this finding is stronger when the firm is small…
Social capital and family control
Peer firms and board appointments in family firms
This paper examines how neighbouring companies affect family firms’ decision to appoint non-family directors. Results indicate that being geographically close to firms with non-family directors increases a focal firm’s likelihood of having non-family members in its own board. This finding holds using a regulatory change that generates exogenous variations in the boards of local peer firms. Moreover, this finding is stronger when the firm is small…
Social capital and family control
Political elections and corporate investment
Recent literature shows that the spike in uncertainty during political elections harms firms’ investment. Bridging insights from international business and political science, we argue that the effect of political elections on firms’ investment activities is contingent on the country’s electoral system. In particular, we expect the negative effect of elections on corporate investment to be smaller for firms operating in plurality systems. We test …
How Leaders Influence (un)Ethical Behaviors Within Organizations
We use a lab experiment to examine whether and how leaders influence workers’ (un)ethical behavior through financial reporting choices. We randomly assign the role of leaders or workers to subjects, who can choose to report an outcome via automatic or self-reporting. Self-reporting allows for profitable and undetectable earnings manipulation. We vary the leaders’ ability to choose the reporting method and to punish workers. We show that workers a…
The role of culture in family firms
Business (4 works) · Corporate Finance and Governance (3 works) · Economics (3 works) · Family Business Performance and Succession (3 works) · Accounting (2 works) · Management (2 works) · Political science (2 works) · Psychology (2 works) · Social Psychology (2 works) · Accounting (1 work)