臺大管理論叢 NTU Management Review VOL.28 NO.3

163 NTU Management Review Vol. 28 No. 3 Dec. 2018 changes: the slopes for both sides of the curve become less steep. Moreover, the relative height of both lines indicates that high functional board diversity can strongly mitigate the inverted U-shaped effect of CEO career horizon on corporate misconduct. Hypothesis 3 is hence strongly supported. Figure 1 The Moderating Effect of Board Functional Diversity on the Relationship Between CEO Career Horizon and Corporate Misconduct In Model 7, all the variables are considered simultaneously. The findings remain consistent with prior models, suggesting that the findings on Hypotheses 1 and 3 are robust. 5. Discussion Despite a growing body of literature on corporate social (ir)responsibility, knowledge concerning its causes remains incomplete, and the related studies yield mixed and inconclusive findings, most likely because some of the underlying decision-making processes have not yet been comprehensively explored. For this reason, this study examined the influence of CEO career horizon on corporate misconduct in a sample of Taiwanese semiconductor firms. Our findings provide strong evidence for the premise that