李振宇吳學良李佳蓉2020-02-142020-02-1420181018-1601https://scholars.lib.ntu.edu.tw/handle/123456789/459169In the wake of corporate social responsibility, the academia and practitioners are increasingly concerned with the causes and consequences of corporate misconduct. Among theoretical and empirical probes into the issue, a CEO's career horizon is thought to be a key factor of the quality of executive decision making. In a sample of 1,124 firmyear observations in semiconductor industry in Taiwan, the study argues that CEO career horizon has an inverted-U effect on the incidence of corporate misconduct. Further considering the monitoring roles of board size and board functional diversity, we found that a board with members from diverse functional backgrounds is better able to mitigate the detrimental effect of CEO career horizon on corporate misconduct rather than a largesized board. This study contributes to the literature by highlighting the critical roles of CEOs and boards in corporate irresponsible behavior. © 2018, College of Management Press. All right reserved.Board functional diversity; Board size; CEO career horizon; Corporate misconduct[SDGs]SDG12journal article10.6226/NTUMR.201812_28(3).0005http://dx.doi.org/10.6226/NTUMR.201812_28(3).0005