Yi Tang
Associate Professor

3917 0017

KK 1103

Academic & Professional Qualification
  • PhD: Hong Kong University of Science and Technology
  • Master: Nanjing University
  • Bachelor: Nanjing University

Yi Tang currently is an Associate Professor (with tenure) in Strategy in the Department of Management, HKU Business School. Previously, Dr. Tang was affiliated with Hong Kong Baptist University and Hong Kong Polytechnic University. Yi Tang received his PhD from Hong Kong University of Science and Technology (HKUST) in June, 2009.

Dr. Tang’s research and teaching interests reside in the areas of strategic leadership, firm innovation, corporate social responsibility, and interfirm social networks. His research output has been published in leading management journals, including Academy of Management Journal, Strategic Management Journal, Organization Science, Journal of Management, Journal of Business Venturing, among others.

Dr. Tang currently sits on the editorial boards of Strategic Management Journal, Journal of International Business Studies and Journal of Management. He is also editing special issues for Journal of Management Studies, Long Range Planning, and Family Business Review. Dr. Tang is an active member of Academy of Management (AOM) and Strategic Management Society (SMS), and also serves as the representative-at-large for the International Association of Chinese Management Research (IACMR).

Dr. Tang has taught Strategic Management and its related subjects for the PhD, DBA MBA, MSc, and Undergraduate levels. Dr. Tang has been responsible for the Strategic Management area in the DBA programs at Hong Kong Polytechnic University and Hong Kong Baptist University.


Strategic Management, Entrepreneurship, International Business, Organization Theory

Research Interest

Strategic Leadership; Corporate Social Responsibility; Entrepreneurship and Firm Innovation; Social Networks within and across Firms

Selected Publications
  • Xu, Z., Tang, Y., & Liu, Z. In press. Buddhist Entrepreneurs, Managerial Attention Allocation, and New Ventures’ Access to External Resources. Journal of Management Studies.
  • Ren, S., Sun, H., & Tang, Y. In press. CEO’s Hometown Identity and Corporate Social Responsibility. Journal of Management.
  • Chen, G., Luo, S., Tang, Y., & Tong, J. (equal contribution) In press. Back to School: CEOs’ Pre-career Exposure to Religion, Firm’s Risk-taking, and Innovation. Journal of Management.
  • Ouyang, B., Tang, Y., Wang, C., & Zhou, J. (equal contribution) 2022. No-Fly Zone in the Loan Office: How Chief Executive Officers’ Risky Hobbies Affect Credit Stakeholders’ Evaluation of Firms. Organization Science, 33(1): 414-430.
  • Ma, X., Deng, Z., & Tang, Y. 2021. Relieving Status Anxiety: How Low-status Firms Respond to International Status-heterophilous Relationships. Journal of World Business, 56(6): 101259.
  • Fu, R., Tang, Y., & Chen, G. 2020. Chief Sustainability Officers and Corporate Social (Ir)responsibility. Strategic Management Journal, 41(4): 656-680.
  • Tang, Y., Mack, D., & Chen, G. (equal contribution) 2018. The Differential Effects of CEO Narcissism and Hubris on Corporate Social Responsibility. Strategic Management Journal, 39(5): 1370-1387.
  • Chen, G., Luo, S., Tang, Y., & Tong, Y. (equal contribution) 2015. Passing Probation: Earnings Management by Interim CEOs and Its Effect on Their Promotion Prospects. Academy of Management Journal, 58(5): 1389-1418.
  • Tang, Y., Li, J., & Yang, H. 2015. What I See, What I Do: How Executive Hubris Affects Firm Innovation. Journal of Management, 41(6): 1698-1723.
  • Tang, Y., Qian, C., Chen, G., & Shen, R. (equal contribution) 2015. How CEO Hubris Affects Corporate Social (Ir)responsibility. Strategic Management Journal, 36(9): 1338-1357.
  • Tang, Y., & Wezel, F. (equal contribution) 2015. Up to Standard? Market Positioning and Performance of Hong Kong Films, 1975-1997. Journal of Business Venturing, 30(3): 452-466.
  • Shen, R., Tang, Y., & Chen, G. (equal contribution) 2014. When the Role Fits: How Firm Status Differentials Affect Corporate Takeovers. Strategic Management Journal, 35(13): 2012-2030.
  • Li, J., & Tang, Y. 2010. CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion. Academy of Management Journal, 53(1): 45-68.
Service to the University/Community


Academy of Management (AOM)

Strategic Management Society (SMS)

International Association of Chinese Management Research (IACMR)


Long Range Planning, Special issue on “Emotion in the Strategic Management of Family Business”, Deadline: Dec 31, 2010

Journal of Management Studies, Special issue on “Biases and Heuristics of Top Managers”, Deadline: Feb 29, 2020

Family Business Review, Special issue on “Psychological Foundation in Family Business”, Deadline: Feb 28, 2019


Journal of International Business Studies, since 2020

Journal of Management, since 2020

Strategic Management Journal, 2014-present

Management and Organization Review, 2013-present

d. AD HOC REVIEWS (partial list)

Academy of Management Journal, Strategic Management Journal,  Organization Science, Journal of International Business Studies,   Journal of Management, Journal of Management Studies, Journal of Business Venturing


Departmental Executive Committee, 2018-2019, Hong Kong Baptist University

Departmental Search Committee, 2017-2019, Hong Kong Baptist University

Departmental Staffing Committee, 2013-2017, Hong Kong Polytechnic University

Recent Publications
貸款機構的禁飛區 — 首席執行官的高風險嗜好如何影響信貸持份者對企業的評價

目前的研究大多專注於企業行政人員的職業相關資歷。然而,他們的工餘活動其實也能帶來啟示。以首席執行官駕駛私人飛機這項高風險嗜好作為新的考量因素,此研究藉銀行貸款合同的情況探討信貸利益相關者就首席執行官的高風險嗜好對企業評價的影響。研究利用於1993年至2010年,就多個行業的美國大型上市機構首席執行官所獲得的數據,發現以駕駛私人飛機為嗜好的首席執行官所領導的企業在申請銀行貸款時,無論是要取得擔保、訂立更多契約,還是獲得銀團貸款,往往都會產生更高的貸款成本。這主要是因為銀行認為此等企業的違約風險較高,而首席執行官在企業扮演越重要的角色,及/或他在決策方面有更大的控制權時,情況尤甚。配合實地採訪和實驗,我們的研究結果對於使用不同設計的內生變量檢查(如Heckman 兩階段模型、傾向性評分匹配法、雙重差分模型,以及干擾變量的影響閾值等)的穩健性相當重要。

Chief Sustainability Officers and Corporate Social (Ir)responsibility

How will a chief sustainability officer (CSO) influence corporate social performance? Building upon the upper echelons perspective and the attention‐based view, this study argues that while a CSO helps channel managerial attention to a firm's social domain, managerial attention is more likely to be directed to negative issues than to positive issues. In addition, such relationships are contingent on the focal firm's governance design and its industry culpability. Analysis of a sample of S&P 500 firms for the period of 2005–2014 largely renders support to our predictions.