Contact Information Department of Accounting Shan Wang Curriculum Vitae Lundquist College of Business Mobile: (626) 991-9818 Email: shanw@uoregon.edu Webpage: https://business.uoregon.edu/faculty/shan-wang Education Ph.D. Accounting,, 2015 (anticipated) M.S. Accounting, California State University, Fullerton, 2010 M.S. Chemistry, University of California, Riverside, 2008 M.E. Chemical Engineering, Tai Yuan University of Technology, China, 2005 B.E. Chemical Engineering (with High Distinction), Tai Yuan University of Technology, China, 2002 Research and Teaching Interests Research Top Management Team, Labor Market for Executives and Directors, Corporate Governance, Corporate Disclosure, Financial Reporting Quality. Teaching Managerial Accounting, Financial Accounting, Financial Statement Analysis. Academic Research Dissertation [1] Top Management Team Functional Diversity and Management Forecast Accuracy. Dissertation chair: Steve R. Matsunaga Working Papers [2] Does Appointing a Former CFO as CEO Influence a Firm s Accounting and Disclosure Policies?, with Steve R. Matsunaga () and P. Eric Yeung (Cornell University). 2014: Presented at FARS (Financial Accounting and Reporting Section) Midyear Meeting 2013: Presented at AAA Annual Meeting; AAA Western Region Meeting; University of Hong Kong*; Louisiana State University*; Singapore Management University*; University of Melbourne* 2012: Presented at Accounting Research Workshop [3] The Impact of Financial Reporting and Disclosure Quality on a CFO s Reputation: Evidence from Outside Board Appointments, with Steve R. Matsunaga (), Qiang Cheng (Singapore Management University), and Seungmin Chee (Korea University). Shan Wang Page 1 November 2014
2014: Presented at UBCOW (University of British Columbia, Oregon and Washington) Conference [4] Matching CEO Experience with Corporate Strategy: The Case of Former CFOs, with Steve R. Matsunaga (). 2013: Presented at Accounting and Finance Research Workshop* Works in Progress [5] The Role of Corporate Social Responsibility in Executive Compensation: Evidence from Retail and Manufacturing, with Steve R. Matsunaga () and Rebeca Pérez (University of Oregon). Data analysis stage. * Presented by co-author Professional and Teaching Experience, Lundquist College of Business Instructor: Introduction to managerial and financial accounting (BA215) Evaluation: mean of 4.0 on a scale of 5.0, 47 Students, Winter 2013 Evaluation: mean of 4.0 on a scale of 5.0, 57 Students, Fall 2012 Evaluation: mean of 4.0 on a scale of 5.0, 60 Students, Winter 2012 Evaluation: mean of 3.8 on a scale of 5.0, 58 Students, Fall 2011 Teaching Assistant: Intermediate Accounting (ACTG350), Professor Steven R. Matsunaga, Winter 2014 Introduction to Financial Reporting (ACTG211), Professor Ray King, Fall 2010 Research Assistant: Professor Steven R. Matsunaga, Spring 2011, Spring 2012, Spring 2013 Professor Kyle Peterson, Winter 2011 California State University, Fullerton, Mihaylo College of Business and Economics Project Manager: Asian Insurance Competency Research, Center for Insurance Studies, January-May 2010 University of California, Riverside, College of Natural and Agricultural Sciences Instructor: General/Organic Chemistry Labs, Fall 2006-Summer 2008 Conferences and Professional Activities Presentations UBCOW Conference, Seattle, WA 2014 FARS Midyear Meeting, Houston, TX 2014 AAA Annual Meeting, Anaheim, CA 2013 AAA Western Region Meeting, San Francisco, CA 2013, Accounting Research Workshop, Eugene, OR 2012 Shan Wang Page 2 November 2014
AAA Annual Meeting, Washington, DC 2012, Accounting Research Workshop, Eugene, OR 2011 Participation UBCOW Conference, Seattle, WA 2014 AAA Annual Meeting, Atlanta, GA 2014 FARS Midyear Meeting, Houston, TX 2014 AAA Annual Meeting, Anaheim, CA 2013 AAA/Deloitte/J. Michael Cook Doctoral Consortium, Lake Tahoe, CA 2013 FARS Doctoral Consortium, San Diego, CA 2013 FARS Midyear Meeting, San Diego, CA 2013 AAA Western Region Meeting, San Francisco, CA 2013 AAA Annual Meeting, Washington, DC 2012 UBCOW Conference, Seattle, WA 2011 Professional Service Discussant, AAA Annual Meeting, Washington, DC 2012 Reviewer, AAA Annual Meeting, Washington, DC 2012 Reviewer, FARS Midyear Meeting, Nashville, TN 2015 Academic Awards and Honors Robin & Roger Best Research Award, Lundquist College of Business, 2014 Doctoral Student Travel Award, Lundquist College of Business, 2014 AAA/Deloitte/J. Michael Cook Doctoral Consortium Fellow 2013 FARS Doctoral Consortium Fellow 2013 Accounting Doctoral Fellowship 2010-Present Lundquist College of Business Summer Research Fellowship 2011-2014 Terlecky Family Scholarship, California State University, Fullerton 2010 University of California, Riverside, Chemistry Ph.D. Fellowship 2006-2008 University of Western Ontario (Canada), International and Graduate Student Scholarship 2005-2006 Professional Association Memberships American Accounting Association 2012-Present References Professor Steve R. Matsunaga (Chair) Johnson Memorial Professor of Accounting Lundquist College of Business Phone: (541) 346-3340 Email: stevem@uoregon.edu Shan Wang Page 3 November 2014
Professor Angela Davis Associate Professor of Accounting Lundquist College of Business Phone: (541) 346-3210 Email: davisan@uoregon.edu Professor David A. Guenther Scharpf Professor of Accounting Lundquist College of Business Phone: (541) 346-5384 Email: guenther@uoregon.edu Professor P. Eric Yeung Associate Professor in Accounting Peter B. Orthwein 68 Sesquicentennial Fellow Samuel Curtis Johnson Graduate School of Management Cornell University Ithaca, NY 14850 Phone: (607)255-4961 Email: eric.yeung@cornell.edu Shan Wang Page 4 November 2014
Research Abstracts Top Management Team Functional Background Diversity and Management Forecast Accuracy Job Market Paper I examine whether top management team (TMT) functional diversity affects the accuracy of management forecasts. Specifically, I investigate two types of TMT functional diversity: between-member functional diversity, which refers to the heterogeneity in the primary functional domains of each TMT member, and within-member functional diversity, which refers to the average intrapersonal breadth of functional experience of each TMT. I find that both between-member and within-member functional diversities are positively associated with management forecast accuracy. In cross-sectional analyses, I find that the effect of TMT functional diversity is more important for firms with greater uncertainty and complexity and for firms that are led by CEOs and CFOs who are narrow functional specialists. In additional analyses, I find evidence supporting that the two functional diversity measures are substitutes rather than complements. Collectively, the results suggest that TMT functional diversity plays an important role in management disclosure, thereby shedding light on how the knowledge composition of top management influences management forecast accuracy. Does Appointing a Former CFO as CEO Influence a Firm s Accounting and Disclosure Policies? with Steve R. Matsunaga () and P. Eric Yeung (Cornell University) We study CEO successions to investigate whether appointing a former CFO leads to systematic changes in financial reporting and disclosure policies. We document improvements in the firms reporting and disclosure quality after the appointment of a CEO with CFO experience relative to appointments of other CEOs. Our findings are consistent with the predictions from upper echelon theory that a CEO s decisions are influenced by the individual s experiences and management team theory that common functional experience enhances communication between the CEO and CFO thereby allowing the firm to produce higher quality financial information. Consistent with the fit/refit model, we also find the appointment of CEO with CFO experience follows changes in the firms information environment that increase the demand for higher quality financial reports and disclosures. The Impact of Financial Reporting and Disclosure Quality on a CFO s Reputation: Evidence from Outside Board Appointments with Steve R. Matsunaga (), Qiang Cheng (Singapore Management University), and Seungmin Chee (Korea University) In this paper we investigate how providing high quality financial reports and disclosures affects the likelihood that a CFO is appointed as an outside board member of another public company. Consistent with the rational economic theory of board selection and with high quality financial reports and disclosures influencing the CFO s external reputation, we find significantly positive relations between the firm s financial reporting and disclosure quality and the likelihood its CFO being appointed to a public company board. Consistent with the social processes theory of board selection, we find evidence that social connections are necessary in order to be considered for board appointment. We also document evidence that the importance of the CFO firm s financial reporting and disclosure quality in the board appointment decision differs across appointing firm characteristics, such as complexity, governance quality, and degree of institutional ownership. Shan Wang Page 5 November 2014
Matching CEO Expertise with Corporate Strategy: The Case of Former CFOs with Steve R. Matsunaga () In this study we investigate whether firms match the skillset of the Chief Executive Officer (CEO) with the firm s strategic direction. Specifically, we examine the characteristics of firms that appoint CEOs that have previously served as Chief Financial Officers (CFOs) and examine the association of appointing an ex-cfo on the firm s financial policies, investment policies and operating performance. We posit that firms will choose a CEO who has financial experience when the firm transitions from focusing on growth to focusing on efficient production. Consistent with our prediction, looking at CEO appointments from 2003 to 2008, we find evidence that the appointment of a CEO with CFO experience is associated with increases in financial leverage and capital expenditures, and decreases in research and development and advertising expenditures. We also find that ex-cfo appointments are associated with increased operating profitability, and decreases in administrative expenditures and tax payments. Overall, our results support the notion that top management teams are structured to support the strategic direction of the firm. Shan Wang Page 6 November 2014