Associate Professor
Strategy & Entrepreneurship

Sam Yul Cho

Overview
Overview
Background
Publications

Overview

Biography

Dr. Sam Yul Cho is an Associate Professor of Strategy and Entrepreneurship in the Oregon State University College of Business. He earned his Ph.D. from Washington State University and holds an MBA from the Simon School of Business at University of Rochester, an M.A. in economics from Hitotsubashi University, and a B.A. in economics from Sogang University. His research focuses on CEO’s, top management teams and boards of directors. His research has been published in various journals such as the Strategic Management Journal, Research Policy, Journal of Management Studies, Entrepreneurship Theory and Practice, and Journal of Business Research. Prior to joining academia, he worked as a buy-side equity analyst and strategy planner in Tokyo and Seoul for five years.

Career Interests

Research areas: Corporate Governance.
Research interests: CEOs; TMTs; M&A; Entrepreneurial Firms

Background

Experience

Sam Yul Cho joined the Strategy and Entrepreneurship group in the College of Business in September 2014. He received a Ph.D. from the Washington State University, an MBA from the Simon School of Business at University of Rochester, a M.A. in economics from the Hitotsubashi University in Tokyo, and a B.A. in economics from the Sogang University in Seoul. He also worked as an equity analyst in Tokyo and strategy planner in Seoul for five years.  His research focuses on CEOs, board of directors and mergers and acquisitions.  

Service

Editorial board member for Journal of Business Venturing 2020-2023

Publications

Academic Journal
Strategy & Entrepreneurship

“Horizon Problem and Firm Innovation: The Influence of CEO Career Horizon, Exploitation and Exploration on Breakthrough Innovations”

Building on labor market evaluations and legacy conservation motivation perspectives, we propose a mechanism to explain the relationship between CEO career horizons and breakthrough innovations. Using 10-year panel data from 681 U.S. firms, we find that firms that have a CEO with a short career horizon (measured by CEO age) tend to produce fewer breakthrough innovations. We also find that the relationship between CEO career horizon and breakthrough innovation is partially mediated by R&D spending, and also moderated by organizational learning behavior (exploration vs. exploitation). This study highlights how a CEO’s motivation to protect success in the short term affects the firm’s innovativeness.
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Academic Journal
Strategy & Entrepreneurship

“Mixed Blessings: How Top Management Team Heterogeneity and Governance Structure Influence the Use of Corporate Venture Capital by Post-IPO Firms”

This study examines the role of the top management team (TMT) and governance structures in the use of corporate venture capital (CVC) in firms that have recently undergone an initial public offering (IPO). The study is unique in that it sheds light on governance-related antecedents of strategic decision making in such firms. We integrate the insights of behavioral agency and upper echelon perspectives to develop our hypotheses. Our results show that in the presence of non-duality, a negative curvilinear relationship exists between TMT heterogeneity and the use of CVC. We also find that TMT heterogeneity and ownership motivate the use of CVC but only up to a certain threshold. Our findings contribute to the literatures of entrepreneurship and strategy.
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