Influence of CEO's personal characteristics on short-term M&A performance in Russia

The definition of mergers and acquisitions term and its classification. Corporate governance as a factor of success or failure of M&A. Analyzes CEO’s personal characteristics, that describe overconfidence phenomenon, influence the outcome of the deals.

Рубрика Менеджмент и трудовые отношения
Вид дипломная работа
Язык английский
Дата добавления 17.07.2020
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In accordance with another assumption of OLS method, the error term has a constant variance. In order to conduct the test for homoskedasticity, Breusch-Pagan-Godfrey test is used. This test is applied for large samples. The squares of residuals are standardized by dividing by the mean square of residuals (sum of regression squares divided by N), resulting in generalized residuals. These residuals are then regressed to all dependent variables, which are suspected of heteroskedasticity. The statistically significant value means that the null hypothesis is rejected and the assumption of homoskedasticity is not fulfilled.

2.6.4 Testing for Autocorrelation

At this stage it is necessary to conduct an autocorrelation test. It is assumed that the remnants of the regression are not related to each other over time. Autocorrelation testing is performed using the Durbin-Watson test. According to Brooks (2008), in order to confirm the absence of autocorrelation, it is necessary to obtain the Durbin-Watson statistic value close to 2. The Durbin-Watson test is calculated using the SPSS statistical package.

2.6.5 Testing for Normality

In order to check the normality of the distribution the graphic method is used. For this purpose, outliers are determined by plotting the "box plot" in the statistical package in SPSS. Financial and economic data is likely to have no normal distributed data. In order to smooth the difference in data, Brooks (2008) recommends to either convert variables using the natural logarithm to smooth outliers or use dummy variables to exclude outliers. Theoretically, outliers can be eliminated but this is not recommended because valuable observations can be lost. In addition, the exclusion of variables artificially improves the model.

2.7 Robustness test

In order to modify findings of the regression model, some variables and conditions are slightly changed. As stated in Kilian and Schindler (2014) research, the dependent variable CAR can be changed in order to get more accurate results. It is concluded that the smaller event window - the more exact results of CARs. As the process of the choosing the event-window for this research is based on a big number of researches, CARs are calculated in advance for two event windows. The CARs that is calculated for 11 event windows are used for modifying the findings and to check whether it influences the results of the final regression model.

As for Age variable, the study of Yim (2013) suggests to divide CEO age groups into categories. To do this a dummy variable AgeScale is created. Since this study is conducted for companies in the Russian market, to determine the age groups it was customary to take data on the distribution of the population employed in the country's economy by age groups, created by the sites of the Federal Statistics Service. Thus, age groups are encoded as 15-29 years old - "young" = (0); 30-49 - "middle" = (1); 50 - 72 - "old" = (2).

Another change is creating two sub-samples, corresponding to the time period from 2012 to 2014 and from 2015 to 2019. This modification is made in order to assess the influence of currency crisis of 2014. Despite the fact that the length of the time periods is unequal, the number of observations in each sub-sample is greater than 100 and the samples are almost equal. All variables that involve the time periods in the calculation process are changed in accordance with the time frame of the sub-sample. For calculation of the regression of each sub-sample the same methodology is applied as described above.

2.8 Validity and Limitations

The sample of data consists of 251 friendly M&A deals, conducted by Russian acquirers from 2012 to 2019. All of them are friendly, as hostile attitude may influence the overall results of the transactions and it would have been examined separately. The period of 2012-2019 years is chosen to compare the situation before and after the financial crisis of 2014. The data source for company's share price is the financial analytical service, called Refinitiv, by Thomas Reuters Eikon. Considering personal characteristics of the CEO, data is gathered from multiple online resources, including official websites of companies, their press-centers and archives, online media resources, magazines, etc. Full table with the collected data can be seen in appendices (see Appendix 1).

Process of data filtering is multi-staged. The primary downloaded data (more than 1200 results) firstly filtered by the criteria of type of the company: private companies are excluded to the absence of information, individual entrepreneurs and bank are also excluded from the sample (banks have different organization of financial statements). During the process of collecting data some companies have incomplete information about CEO's characteristics and thus are also removed from the list. That is why the primary sample reduces to 251 deals.

The crisis of 2014, caused by the imposed sanctions by the United States and European countries, negatively affected Russian economy. According to the 2015 bulletin of the socio-economic crisis in Russia from the analytical center under the government of the Russian Federation, the Russian economy in 2014 was influenced by a number of negative factors, including reduced consumption, increased inflationary threats and low investment activity. All these factors were caused by the imposed sanctions against Russia, the fall in oil prices and the devaluation of the ruble that arose from this. Industries such as construction, manufacturing, retail, and manufacturing have also suffered. Nevertheless, a stressful situation can become a driver for an intensive modernization and updating of systems operating in the Russian market, thereby contributing to subsequent growth. For example, agro-complexes and companies, mining minerals were able to find benefits in this situation, as the country was intensively introducing a policy of import substitution.

The devaluation of the ruble led to a decrease in imports, the replacement of money for durable goods and also complicated the work of banks under threat of crisis. The fall in oil prices, as one of the fundamental sectors of Russian economy, led to a reduction in investment programs in the sector and also caused a drop in M&A market, as described in the literature review section. However, the wave-like development of the M&A market indicates that after a sharp economic crisis there is a rising wave - the right fiscal policy and supporting measures by the governing authorities help the market to stabilize and increase capacity again.

The results of data collecting show that gender diversity among Russian CEOs is almost zero - all CEOs are male. There were few companies (2-3) with female CEO but they were excluded from the list due to the absence of the information. The situation is quite predictable as even global pool of CEOs consists of only 9% of female CEO representatives, according to Athanasopoulou et al. (2017). They also mention that there are some factors, influencing such dynamics. For example, social context: females are still raised with certain gender patterns, limiting women from accessing the CEO role within the organization (Fitzsimmons et al., 2014). Athanasopoulou et al. (2017) also highlight balance between career and role of wife, lack of sponsorship, over mentoring, prejudgment, and female psychological features as factors, restricting female leadership within the organization.

According to the Deloitte Research on Women CEOs in Russia (2020), only 20% of Russian CEOs are women, but the women CEOs' share depends on the size of the company and its sector in which it operates: 35% women CEOs are in social sector and only 8% in mining and energy sector as well as in the government higher positions. Furthermore, the research shows that Russian female-led businesses, operating on the micro level, show better financial performance, while the picture is different with the large companies (6.5% of female CEOs are among 200 largest Russian companies).

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Figure 7 Share of women CEOs by sector and company size Source: Deloitte Research on Women CEOs in Russia (2020)

Beltran (2019) says that female presence in leadership roles positively affects the overall firm's performance. Marcelo and Brooks (2016) conclude that female participation in the executive boards and leading positions is beneficial to the organization's performance as women are better in understanding customers' needs and preferences and are less risky taking. It is important to say that not all studies suggest low risk taking as a positive point, as sometimes risk is a driver for increase of the organization's performance. The modern world is changing, and gender stereotypes are being violated due to the increasing awareness of the feminism movement, which promotes the equal rights of women not only in society but also in their careers.

Fitzsimmons et al. (2014) explain male predominance in the position of CEO by psychological factor: people are prone to choose people, whose mind and behavior are more or less similar to their and, as mostly the board consists of male members, they choose male CEOs as more understandable and similar ones. Vinkenburg et al. (2011) mention that, comparing to women who display better transformational behavior as leaders, male CEOs show higher score of inspirational motivation, which is valued by people during the CEO selection.

During the process of gathering data such limitation as absence of information about the sum of the deal has arisen. This possible variable defines the size of the deal, which in turn shows the significance of importance of this specific transaction for the specific company, whether it creates value for the firm. Previously conducted studies give this information but because the research sample mostly consists from international M&As.

Additionally, there are such limitations as the fact that several companies use USD currency in their financial statements and thus there is need to convert the indexes into the ruble equivalent, using the exchange rate of previous years.

3. Empirical results

This chapter presents descriptive statistics of the sample and describes the variables and the tested data on the validity of the OLS method application on the sample. After that, the results of the regressions are presented and the statistical significance of the results is described.

3.1 Descriptive statistics

First of all, the essential step is to characterize the data collected, based on indicators such as the distribution of the number of transactions by year and industry. Looking at the table below, it can be concluded that the number of transactions in the sample is almost evenly distributed by years. However, the largest number of transactions is in 2013. According to Ivanov and Peredunova (2017), that year dates as the year of the wave downturn in the global M&A market, and companies are less likely to complete transactions during this period. Therefore, it can be concluded that, despite the decline in the wave, Russian public companies completed a significant number of transactions in the pre-crisis period. This notice is important for further division of the sample by sub-samples.

Table 3

Distribution of the observations of the sample by years

Year

Frequency

Percent

2012

36

14.3

2013

44

17.5

2014

34

13.5

2015

30

12.0

2016

30

12.0

2017

27

10.8

2018

33

13.1

2019

17

6.8

Total

251

100.0

Source: The authors' calculations

To support the analysis of the Russian market that is done in the literature review, the table below shows that the largest number of M&As of the sample is conducted by takeover companies that operate in the oil and gas, chemicals and metal and mining industries, as well as telecommunications services. The majority of the transactions included in the sample are made by companies such as Rosneft Oil Co (27), SSA Sistema PJSFC (26), Gazprom PAO (18), Rostelekom PAO (14), Polymetal International PLC (14), and Mobile TeleSystems PJSC (13).

Table 4

Distribution of the observations of the sample by industries

Industry

Frequency

Percent

Aero transport

1

0.4

Automobile production

5

2.0

Broadcasting

5

2.0

Chemicals

22

8.8

Computers & Electronics Retailing

2

0.8

Energy

13

5.2

Food and Beverage

11

4.4

Hospitality

2

0.8

Internet Software

9

3.6

Metals & Mining

38

15.1

Non-food retail

4

1.6

Oil & Gas

71

28.3

Power

4

1.6

Real Estate

6

2.4

Telecommunications Services

45

17.9

Wireless

13

5.2

Total

251

100.0

Source: The authors' calculations

Then, it is necessary to analyze the obtained values of the dependent variable. In this study, the dependent variable is the CAR values calculated for two event windows. Thus, for 251 calculated values of CAR21Days varies from -31.29% to 23.85%. At the same time, the median CAR value for the 21 days event window around the day of the announcement of the transaction is -0.005%, and its average value is 0.14%. Based on this, it can be concluded that in the majority of cases companies are unable to create value for the company in the result of M&A deals. For CAR values calculated for the 11 days event window, the minimum and maximum values are -19.97% and 16.77% respectively, and the median value is at the level of 0.34%, which also indicates the poor performance of transactions included in the sample of this research. The distribution of the dependent variables is checked on the normality. The graphs below demonstrate the results of normal distribution check that is conducted by SPSS. There are several outliers that are not excluded advisedly for the analysis, in order to not lose valuable observations.

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Figure 8 Tasting of the CAR variables on the normality of the distribution Source: The authors' calculations

Considering the variables that describe the personal characteristics of CEOs, the following conclusions can be made. The age of the sample varies from 31 to 72 years old. The manager's experience in the company until the transaction is completed is from 0 to 23 years. In this case, the median value of age is almost 48 years. Thus, based on the age distribution of the economically employed population of the country according to Rosstat data, it can be concluded that in this sample the majority of managers involved in the implementation of the M&A transactions can be assigned to the middle age segment.

As for independent variables, four dummy variables are included in the regression model both for the full sample and for the sub-samples. It is noteworthy that 67.5% of CEOs included in the full sample have experience in performing M&A. More than 50% had experience in a related industry before becoming a CEO in a company that had a deal. As for work experience in the government, a little more than a half of the observations has no ties with the state. Finally, the distribution of the observed data by the degree in management or business among the directors is almost even. However, more than a half of the considered CEOs do not have business education. The table with the frequencies of variables is presented below.

Table 5

Distribution of the observations of the dummy variables Source: The authors' calculations

Full sample

2012-2019 (251 obs.)

Sub-sample

2012-2014 (114 obs.)

Sub-sample

2015-2019 (137 obs.)

Yes (1)

No (0)

Yes (1)

No (0)

Yes (1)

No (0)

CEOIndRelation

150

101

76

38

74

63

CEOGovExp

111

140

50

64

61

76

CEOM&AExp

165

86

75

39

90

47

Business education

115

136

50

64

65

72

Considering the values of control variables, we can conclude that most of the companies included in the sample can be characterized as `large' according to the distribution by revenue. About 5% of the companies are micro-enterprises, and only 5 observations are representatives of small and medium-sized businesses. It is found that the ROA of companies are distributed from -RUB 60.55 mln to RUB35.40 mln. As for values of financial leverage, they vary greatly from 0.57 to 2313.23. In order to smooth outliers when constructing a linear regression, this variable is transformed using the construction of natural logarithms. At the same time, values of the companies' assets logarithmic data is taken in advance in order to avoid large emissions. Thus, the mean value of the logarithmic assets is 12.63. As for the tangibility, the median value is concentrated at 0.3, while the maximum and minimum values ??are 0.88 and 0 respectively. This suggests that the sample contains companies with different volumes of tangible assets. As a rule, companies operating in the producing or mining industries own more technical capacities than companies in the telecommunications industry, in which intangible assets make up the majority. Finally, the date includes the information about companies' ages. The age of the companies begins from 18 years old. As for the maximum value, the older company is 154 years old. The mean value is about 40 years. Despite the fact, that the data has emissions, they are not excluded, as it threatened with loss of valuable information.

3.2 Cumulative abnormal returns

According to the methodology of the event analysis described above, for each day of the announcement of the transaction, abnormal returns were calculated for each day of the event window at 21 days and 11 days. The obtained abnormal returns were averaged for 251 observations and the obtained average abnormal returns were checked for normal distribution and evaluated for significance using Student's t-test. Statistically significant CAR values ??are those that correspond to statistically significant abnormal returns. Thus, for a sample containing 251 observations statistically significant is a value that is greater than tcrit = 1.65097 at a significance level of 0.01. Therefore, for the investigated event window at 21 days, the CAR values ??corresponding to `-9', `0' and `6'days of the event window were statistically significant. As for the 11-day event window, only the advising value `0' of the day is statistically significant and can be used for further calculations. Tables with the obtained values ??of AARs, CARs and calculated day values ??of the test statistics are presented in the Appendix 2. For further use of CARs as a dependent variable for constructing a regression, the CARs values ??calculated for the `0' day of the transaction announcement are used.

3.3 Regression Model

In order to use the OLS method to assess the influence of personal characteristics of CEOs on a variable expressing abnormal returns of companies' stock prices, several assumptions were tested for the model. Thus, an assessment of the multicollinearity of variables was carried out by constructing the Pearson correlation matrix. Multicollinearity was revealed for FirmSize and LN (Assets) variables, this is due to the fact that both variables explain the size of the company. Since the FirmSize variable was created as a dummy variable, a decision is made to exclude this one. As for the correlation of other variables, there is a correlation between the age variable and other independent variables. However, this correlation value does not exceed the threshold value defined in the methodology section. A negative correlation is observed between the independent variables Business education and CEOIndRelation, the correlation value is -0.207, which also does not correspond to the threshold value. The table that represents Pearson correlation matrix is presenting in the Appendix 3. Taking this into account, the multivariate regression models are following:

(14) CAR21Dayit = б + в1 Ageit+ в2 CEOIndustryrelationit + в3 CEO Governmentworkexperienceit + в4 CEOM&AExperienceit + в5 Businesseducationit + в6 ROAit + в7 Financial leverageit + в8 CompAgeit + в9 Tangibilityit + в10 LN_Assetsit + еit

(15) CAR11Dayit = б + в1 Ageit+ в2 CEOIndustryrelationit + в3 CEO Governmentworkexperienceit + в4 CEOM&AExperienceit + в5 Businesseducationit + в6 ROAit + в7 Financial leverageit + в8 CompAgeit + в9 Tangibilityit + в10 LN_Assetsit + еit

3.3.1 Multivariate regressions

The table below presents the results of four fundamental regressions. The model (1) describes the dependence of CAR values ??calculated for 21 days around the day of the announcement of the transaction and includes control variables. In the model (2), the CAR values ??calculated for 11 days around the event window were used as the dependent variable, and the model includes control variables. For regressions (3) and (4), the same dependent variables were used as they were for the first two models but excluding control variables. Autocorrelation testing was performed for each model using the Durbin-Watson test. As a result, the values ??2.049, 1.968, 2.031, and 2.686 respectively were obtained, that exclude autocorrelation. Moreover, the Breusch-Pagan-Godfrey test showed that the presence of heteroscedasticity was not indicated. Testing the dependent variables for heterogeneity showed that p-values are less than 0.05, it means that for CARs the null hypothesis of equal population variances is rejected, and the standard Student t-test can be used to test the significance of the values of variables in the models.

Regarding the results of the regressions, it was found that for full sample the coefficient of the variable Business Education is statistically significant at a significance level of 0.1. The coefficient has a positive value, which indicates a positive correlation of the abnormal stock returns of the company and the CEOs having degree in business and management. With the exclusion of control variables, this variable also has a statistical significance at the level p = 0.01, but for the values ??of the dependent variable calculated for 21 days around the event. In this case, the coefficient of the independent variable also has a positive value and confirms a positive correlation. Thus, the Hypothesis 5 that a CEO with a business education is more likely to complete M&A transactions that create value for the enterprise can be accepted.

For a variable describing the CEO's experience in the related industry, a statistically significant value appears in model (4), excluding control variables, where the dependent variable is presented in the form of CARs calculated for 11 days around the event. The observed value has a positive coefficient, which indicates a linear correlation between the cumulative stock returns of the company for the 11 days event window and the presence of experience in the related industry of the CEO. Hence, the Hypothesis 2 can be accepted, and CEO's working experience in the related industry has a positive influence on M&A outcome.

Considering the obtained coefficients of other independent coefficients, it can be concluded that the Age variable for all 4 regressions has a negative value, which indicates that the age of CEOs has an inverse correlation with the CARs values. In other words, the younger the CEO, the more successful the outcome of transactions. However, it is important to say that these values ??cannot be accepted because they are not statistically significant. Positive variables were obtained for the dummy variables CEOM&AExp and CEOGovExp in regressions (1), (2) and (3). This suggests that there is a linear relationship between the CARs variables calculated for the two event windows, and the variables that describe the CEO's previous experience in M&As and government experience. These coefficients ??cannot be accepted for subjecting or rejecting hypotheses involving these variables since the coefficient of significance of these variables is less than the critical value.

Despite the fact that the models were tested for the validity of using the OLS method, the regression results are not statistically significant at the 1% significance level based on the Fisher test, except Model (2). However, the obtained Adjusted R Square values ??indicate that models (1), (2), (3), (4) describe less than 1% of the data in the sample and, hypotheses cannot be accepted based on the results of the models.

Table 6

The results of the regression models (1) - (4) Source: The authors' calculations

1

2

3

4

Age

-0.043

-0.019

-0.01

-0.014

(-0.58)

(-0.356)

(-0.137)

(-1.157)

CEOIndRelation

0.421

0.059

0.348

0.278

(-0.388)

(-0.076)

(-0.34)

(-1.693)*

CEOGovExp

0.742

0.181

0.637

-0.32

(-0.633)

(-0.218)

(-0.65)

(-0.386)

CEOM&AExp

-0.133

0.821

0.313

0.821

(-0.109)

(-0.944)

(-0.31)

(-0.465)

Business education

1.388

0.952

3.009

1.295

(-1.125)

(-1.688)*

(2.761)***

(-0.268)

Constant

5.004

3.290

0.890

-0.428

(1.450)

(1.306)

(0.436)

(-0.284)

Control variables

Yes

Yes

No

No

Durbin-Watson

2.049

1.968

2.031

2.686

R

0.288

0.233

0.206

0.157

R Square

0.083

0.054

0.042

0.025

Adjusted R Square

0.04

0.01

0.023

0.005

Std. Error of the Estimate

7.29283%

5.17373%

7.39913%

5.19349%

F-stat

1.912

2.187

1.761

1.238

Sig. F-test

0.122

0.020

0.045

0.362

The table shows the coefficient results of four cross-sectional regressions using 251 observations of Russian Public companies that conducted M&A transaction in the period from 2012 to 2019. T-statistics are shown in parenthesis.

The significance identification: * significant at 0.1 level; ** significant at 0.05 level; *** significant at 0.01 level.

3.3.2 Robustness Tests

Based on the histogram of standardized regression residues (Appendix 4), the dependent variables CAR21Days and CAR11Days have outliers. To determine emissions, two `box plots' for each dependent variable were built, and 5 extreme values ??were found. Thus, to improve the model quality, the following CARs observations were excluded:

10/02/2015 - SSA SISTEMA PJSFC

05/14/2015 - QIWI PLC

03/10/2014 - SSA SISTEMA PJSFC

11/13/2014 - Ruspolimet PAO

01/13/2016 - Inter RAO UES JSC

Moreover, the Age variable was adjusted by creating a dummy variable AgeScale, which describes the distribution of observations among the three age groups `young', `middle' and `old'. The methodology for creating these dummy variables is described above. Also for all observations of the sample two sub-samples were created based on the year in which the announcement of the transaction occurred. Therefore, Models (5), (6), (9) and (10) are constructed for observations from the time period from 2012 to 2014, and regressions (7), (8), (11), (12) measure the variable from 2015 to 2019. Furthermore, models (5) - (8) are calculated taking into account the inclusion of control variables, and models (9) - (12) exclude control variables. The calculated Durbin-Watson coefficients for each model confirmed the absence of problems with autocorrelation. The Breusch-Pagan-Godfrey test showed that heteroscedasticity was not detected. By eliminating emissions, the data scatter coefficient was smoothed. Thus, model (5) can be considered as the most significant one, which describes 20% of the observations and is statistically significant at the 1% level according to the Fisher test with the F-test equal to 3.743. However, models (6), (7), (8) and (9) are also statistically significant and their results can be accepted.

Table 7

Robustness test results of regression models (5) - (12)

CAR

21Days

CAR

11Days

CAR

21Days

CAR

11Days

CAR

21Days

CAR

11Days

CAR

21Days

CAR

11Days

2012-2014

2012-2014

2015-2019

2015-2019

2012-2014

2012-2014

2015-2019

2015-2019

5

6

7

8

9

10

11

12

AgeScale

-3.048

0.182

1.839

1.223

-1.95

0.495

1.578

-0.083

(-1.651)*

(-0.38)

(-1.125)

(-1.112)

(-1.076)

(0.348)

(0.983)

(-0.077)

CEOIndRelation

4.373

0.5

-1.649

0.253

4.099

1.225

-1.571

-0.199

(-2.575)**

(-2.079)**

(-1.143)

(-0.261)

(2.109)**

(0.802)

(-1.18)

(-0.223)

CEOGovExp

1.716

-1.241

1.315

1.128

3.059

0.082

-0.208

-0.961

(-0.92)

(-1.974)*

(-0.828)

(-1.056)

(1.733)*

(0.059)

(-0.163)

(-1.121)

CEOM&AExp

0.142

-0.612

1.651

2.881

-0.207

0.722

-0.132

0.543

(-0.08)

(-1.398)

(-0.959)

(-2.486)**

(-0.128)

(0.57)

(-0.095)

(0.585)

Business education

2.355

1.952

3.114

1.432

3.968

2.832

3.894

0.699

(-1.708)*

(-2.017)**

(-1.876)*

(-1.282)

(2.216)**

(2.014)**

(2.519)**

(0.675)

Constant

3.654

-3.047

5.871

7.252

-2.463

-3.358

-2.663

0.363

(0.459)

(-0.573)

(1.378)

(2.513)***

(-0.684)

(-1.1861)

(-0.812)

(0.165)

Control variables

Yes

Yes

Yes

Yes

No

No

No

No

Durbin-Watson

R

0.522

0.462

0.319

0.309

0.306

0.207

0.458

0.137

R Square

0.272

0.277

0.182

0.195

0.294

0.043

0.366

0.019

Adjusted R Square

0.2

0.194

0.029

0.122

0.149

-0.004

0.129

-0.021

Std. Error of the Estimate

6.76867%

5.24787%

7.25669%

4.88241%

7.18558%

5.64327%

7.15353%

4.79382%

F-stat

3.743

2.403

2.147

2.304

2.094

0.906

1.757

0.468

Sig. F-test

0.003

0.005

0.045

0.047

0.007

0.180

0.027

0.799

The table shows the coefficient results of four cross-sectional regressions using 251 observations of Russian Public companies that conducted M&A transaction in the period from 2012 to 2019. This table includes the results of the models where the sub-samples are created based on the year criteria. Therefore, the models are tested for two sub-samples: 2012-2014 and 2015-2019. The Age variable is modified as dummy variable and a new one, AgeScale variable is created. T-statistics are shown in parenthesis.

The significance identification: * significant at 0.1 level; ** significant at 0.05 level; *** significant at 0.01 level.

Source: The authors' calculations

Looking at the results of the table below, it follows that for model (5), where the CARs values calculated for 21 days around the announcement are taken, three out of five independent variables are significant. It is important to note that this model is designed for the pre-crisis period. Based on this, the results obtained for the first fundamental regressions indicating that there is an inverse correlation between the variables Age and CAR can be accepted. By creating a dummy variable defining age categories, the coefficient has a statistically significant value at a significance level of 10%. The coefficient of the AgeScale variable is negative and equal to -3.048. Consequently, an inverse correlation is observed, and the older the CEO, the lower the abnormal stock returns of the company. Based on this, the Hypothesis 1 is rejected.

Model (5) also confirmed the assumption that the variable characterizing CEO experience in a similar industry has a positive effect on the dependent variable CAR21Days. So, for the CEOIndRelation variable, the coefficient is positive and statistically significant at a significance level of 5%, which indicates that CEOs with experience in companies in the related industry are more likely to make M&A transactions that create value for the company. This has an additional and strong confirmation of fundamental regression (4). Therefore, its results are confirmed. Hypothesis 2 is accepted.

For almost all statistically significant models, the variable Business education has a positive coefficient and is statistically significant at least at a significance level of 10%. Consequently, CEOs with a degree in management are more likely to be involved in deals that create economic value for the company. The Hypothesis 5 is accepted.

It is noteworthy that for a model calculated for a post-crisis sub-sample, the statistical coefficient value of the variable CEOGovExp takes on statistical significance. The coefficient for this variable is positive and has a value of 3.059. This allows to accept the Hypothesis 3. As a result, it can be concluded that work experience in government probably had a positive impact on the results of M&As in the post-crisis period.

For CARs calculated for 11 days around the event window in the pre-crisis period, a statistically significant coefficient was found for the variable CEOM&AExp. In the prevailing number of models, this coefficient is positive. In considering model (8) it is equal to 2.881. Therefore, a CEO who has completed more than 3 transactions over the previous 10 years is more likely to successfully complete M&A transactions in the future. Thus, the Hypothesis 4 is accepted.

4. Discussion

In this chapter obtained results are discussed and compared them with the results of the previous researches. On the results four hypothesis are confirmed and one is rejected.

1) CEO's age

In the big number of analyzed studies, the age criterion was included in the list of independent variables (Doukas & Petmezas, 2007; Malmendier & Tate, 2008; Ferris et al.,2013; Kilian & Schindler, 2014; Wang & Yin, 2018; Renneboog & Vansteenkiste, 2019, Cui & Leung, 2020). Based on this, the Age variable was taken as an independent variable for this study and the following hypothesis was formulated:

H1: The acquisition conducted by older CEO has a stronger short-term performance than the acquisition conducted by a young CEO.

As a result of testing the regression model, a negative coefficient was obtained indicating a relationship between the values ??of CEO's age and abnormal stock returns. This means that Hypothesis 1 follows the younger the CEO - the better the M&A short-term performance. Therefore, Hypothesis 1 is rejected.

At the same time, Ferris et al. (2013) found that the older the CEO - the more cautious he or she in term of decision-making process considering M&A. Eduardo and Poole (2016) found no association between CEO's age and market performance. However, it is important to remember that these studies were done for the foreign market. Consequently, it can be concluded that for the Russian market the age has an influence on the ability of CEOs to conduct successful M&As. Young CEOs are more likely to create value for the company in the process of M&As. Based on the correlation matrix, the age variable has an inverse correlation with the variable characterizing the presence of education. In other words, young CEOs are more likely to have a degree in business. As a result, they probably make well-considered decisions regarding the acquisition of assets. Furthermore, Kilian and Schindler (2014) conclude that young CEOs are more risk-taking and interested in making M&As, while older CEOs are more conservative and restrained in decision-making process.

2) CEO's previous work experience in the related industry

CEO's previous work experience in the related industry also was estimated in the research. Hypothesis 2 supposes that if a CEO worked in the company from the same industry as a company where he or she takes an executive position, it positively influences the outcome of a deal. According to Cui and Leung (2020), CEOs from the relative industries are able to think critically in terms of the target company and decide which acquisition has more potential to create value for the enterprise. Moreover, such a CEO probably can efficiently evaluate all possible risks and predict the potential outcome (Doukas & Petmezas, 2007). To support this, Capron (1999) and Raman et al. (2013) conclude that industry experienced managers are more aware of the specific features of the industry they work in and thus can adequately evaluate risks and overall picture of the potential results, thus conduct successful M&As. In this research it is claimed that the variable CEOIndRelation creates a positive effect on dependent variables. Therefore, Hypothesis 2 is confirmed.

H2: The acquisition conducted by a CEO with previous CEO experience in similar industry has stronger short-term performance than the acquisition conducted by CEO without previous experience in a similar industry.

During the research, it was supposed to test the CEOs of which industries are conducted more effective transactions. However, the sub-samples based on industry criteria were lack of required number of observations, which makes hardly possible to receive significant values of the regressions' coefficients. Therefore, further researches can be focused on the estimation of influence CEOs' personal characteristics on M&A short-term performance based on industrial criteria. Turning back to the received results, it can be said that the majority of observations in the sample consists of the company-buyers that are big players in the market and have a significant reputation in the industry. As a consequence, in terms of the Russian companies, it is crucial for the CEO to receive experience in a particular industry in order to achieve successful results in M&A deals. This allows to get an expertise in the particular industry, to understand potential directions of development in the industry and to learn all competitors and partners more precisely.

3) CEO's work experience in the government

Considering such a factor as political, some researches highlight the strong influence of the government in the Russian M&A market (Palnichenko, Mikheeva & Kulumbetova, 2015; Ivanov & Peredunova, 2017). Hence, this research tests the hypothesis whether the CEO's government connections, which is submitted in the form of work experience in the government, positively affect the M&As' outcomes. The research of Renneboog & Vansteenkiste (2019) revealed the strong influence of politics factor on the success of transactions. Therefore, it concludes that the political factor can influence not only through politically related managers, but also through direct interactions between the government and non-executive directors on the company's board of directors. For this study, a positive relationship between work experience in the government and short-term M&A results was also found. Thus, Hypothesis 3 is accepted.

H3: The acquisitions conducted by a CEO with a work-experience in the government has stronger short-term performance than a CEO without a work experience in the government.

However, it is important to mention that the significance of this variable was accepted for the sub-sample of post-crisis period. Perhaps, after the currency crisis in Russia, the connections with the government played a crucial role in the performance of the deals, as it could provide a necessary support for the companies. On the Russian M&A market the topic of the strong participation of the government is hotly discussed. Therefore, there is a direction for further researches to explore the ways of government affecting management decision making process and companies' M&A performance.

4) Previous experience in M&A deals

The Hypothesis 4 about the association between CEO's previous experience in M&A transactions is proven and thus the more experiences the CEO in terms of M&A deals - the more successful the transaction.

H4: The acquisition conducted by a CEO with at least three previous experience of M&A deals has stronger short-term performance than the acquisition conducted by a CEO without previous experience in M&A deals.

Ferris et al. (2013) also examined the relationship between CEO's experience and the number of acquisitions made by this CEO. The results showed that more experienced CEOs tend to make more effective M&A deals. The research of Malmendier and Tate (2008) agues with that and illustrates the opposite results. Based on this, with the frequency of M&A deals the value-creating potential of acquisitions decreases. The more recent research of Kilian and Schindler (2014) for UK companies also demonstrates the creation of a disruption in the value of companies as a consequence of M&A deals that undertook by CEOs who have completed more than 3 transactions in the past 10 years. These researches explained that the number of completed deals directly influence the level of managerial overconfidence. Consequently, CEOs who conducted a big number of transactions are more likely to underestimate the potential results. Moreover, `experienced' CEOs are not supposed to learn from the past mistakes. As some studies observed the positive influence from the experience in the number of deals, probably for some markets the number of deals from which a CEO stops to be rational and conduct successful M&As, and the considering period can be slightly modified. For example, Doukas and Petmezas (2007) decrease the period from ten years to three and increase the number of acquisitions from three to five. In the result, of this research the creation of negative stakeholders' wealth as a consequence of CEOs' overconfidence is observed.

5) Business education

Hypothesis 5 that describes a positive impact form the education on short-term M&A results is confirmed.

H5: The acquisitions conducted by a CEO with business education has stronger short-term performance than a CEO without business education.

According to Malmendier and Tate (2008), having a higher education is important for determining social status, which favorably affects the manager's level of self-confidence. The study of Wang and Yin (2018) shows that CEOs are more likely to make deals with higher short-term returns if they received a bachelor's or master's degree in management. The presence of business education allows the CEO to assess the company's resources correctly and make more effective decisions. Obtaining a degree in business and management helps to increase the level of self-esteem of the CEO by acquiring the theoretical base necessary for work. However, a study by Betrand and Schoar (2003) suggests that higher education increases the CEO's ambitiousness and negatively impacts the decision-making process. This is due to the fact that the CEO who considers him- or herself highly educated is inclined to underestimate the risks and overestimate the possible effect of the transaction. Despite this, a negative correlation of the Age and Business education variables indicates that young CEOs are most likely to have a degree in business and management. Since the coefficients obtained for this study are statistically significant, there is a theory that young CEOs are more open to make risky decisions, but at the same time, they are able to rationally evaluate them having a strong theoretical base. Moreover, in modern world perspectives, it is very important to learn new work tools constantly. That is why it is likely that even if the CEO has a business education but belongs to the `old' age category, he or she is inclined to make irrational decisions due to the lack of knowledge of modern assessment methods and work tools.

The theory of agent relations suggests that managers always act in the interests of shareholders (Naciti, 2019). In this regard, it is expected that the CG system is directly involved in the control of CEOs, including the monitoring of the implementation of M&As. Despite the fact that many factors can influence the performance of transactions, this study aims to determine how the individual characteristics of CEOs contribute or hinder the creation of value for shareholders in the result of M&As. Thus, this study has both practical and theoretical value. The results can be applied by companies to improve monitoring by the board of directors of the activities of the CEO. Consequently, the results of the study can help enterprises to determine the need to allocate additional agency costs to control the activities of CEOs, in order to increase the efficiency of decision-making on the implementation of M&As. As a result, it becomes possible to take preventive measures and avoid extra costs. Moreover, the results of the study are relevant for other stakeholders, for example, investors. The results can help shareholders make better decisions on investing in other companies, being aware of the possible presence of overconfidence of the CEOs in Russian companies. Moreover, this study examines the relationship between CEOs and government connections and the reaction of the stock market to a deal he or she has made. Since there is a strong influence of the state on the Russian M&A market (Ivanov & Peredunova, 2017), this study forms a certain direction for future research in the managerial field.

5. Conclusion

The study analyzes the relationship between CEO's personal characteristics and M&A short-term performance in the Russian market. The research main tool for testing the significance of the effect of variables on the M&A short-term performance, measured by CAR variable, is linear regression model based on the personal information about CEOs of the companies from the sample and financial indicators of the firms in the period of 2012-2019. The time period is chosen in order to compare the results before and after the Russian financial crisis of 2014.

The results of conducted research reveal positive relationships between M&A short-term performance and four CEO's personal characteristics (previous working experience in the relative industry, previous experience with M&As, working experience in the government, and business education). Only one factor has inverse relationship - age, and thus the hypothesis was rejected. That means that the younger CEO - the better the M&A short-term performance.

Empirical research shows that most of the acquisitions were made in the 2013 year, a year before the peak of the crisis. The most active M&A sectors are oil & gas, telecommunication services and metal & mining. Also more than a half of the CEOs in the sample has the working experience in the relative industry and are experienced in terms of M&A deals, but a little bit less than a half are business educated people and have connections in the government due to the previous working experience there.

M&A transactions are very complex processes with many multidirectional relationships within in a very dynamic diverse context. Compromises between culturally and personally different people, adequate evaluation of risks, weighted decisions, and balance between potential costs and benefits of the merged firms are needed in order to successfully manage all the operations and changes during and after the acquisition. M&A is about integrated teamwork, strategic choices and responsible qualified approach to the managing process of all management team together with the CEO. The study has implications for both the acquirers and target firms to correctly estimate the risks and benefits of the deal, paying attention not only to the financial indicators but to the psychological side of those who makes the final decision about transaction.

Nevertheless, there are still many paths for future studies as topic of M&A is not fully covered. There are a lot of possible factors, influencing the degree of success of M&A transactions both from psychological, economical and other related fields. The reasons for the success or failure of the M&A deals may lie in the characteristics of not only CEOs but also the team of managers working on the completion of this transaction. It makes sense to consider in more detail specific M&A transaction in the Russian market in order to understand also the cultural characteristics of the market, since culture influences the process of interaction between work teams within the same country. It is also possible to take into account type of the acquisition, aim and attitude towards it as some indicators may influence the decisions and strategic way of the involved firms. In the other words, there a lot of other drivers of the eff...


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