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Foreign initial public offerings (IPOs) typically face capital market liability of foreignness (CMLOF) caused by factors such as institutional distance. Firms must overcome CMLOF by utilizing their resources, such as chief executive officer (CEO) human capital, to compete successfully in the global marketplace. Using signaling and human capital theories, this study examines how institutional distance and CEO human capital impact foreign IPO performance.

We analyzed 318 foreign IPO firms from 43 different countries listed on ten stock exchanges using pooled hierarchical OLS regression.

We found that the CEO’s general international experience, foreign education, and international experience in the host country are negatively related to IPO performance. Also, host country-specific experience was more negatively related to IPO performance than general international experience. The CEO’s functional background moderated the relationship between a CEO's international experience and IPO performance.

The study contributes to the top management team and IPO research by demonstrating that previous findings on the role of CEO human capital on firm outcomes cannot be generalized to the foreign IPO context. The intriguing results raise critical questions regarding a CEO’s impact on foreign IPO performance, underscoring the need for further research.

The healthcare sector faces leadership challenges, emphasizing the importance of a mechanism to support and empower team members. The present study aims to investigate the impact of team empowerment (TE) on team performance (TP), with the mediating role of shared leadership (SL) and the moderating role of relationship conflict between shared leadership and team performance.

This study's conceptual model was proposed using the social exchange theory and conservation of resource theory. Data was collected using a self-administrated questionnaire to 492 respondents, of which 42 were team leaders, and 450 were team members from 42 teams in the Pakistani healthcare sector. The Partial Least Square-Structural Equation Modeling (PLS-SEM) technique was used to examine the proposed hypotheses of the study.

The results revealed a significant positive relationship between team empowerment and shared leadership. SL is positively associated with team performance. The present study also found that SL positively mediated the relationship between shared leadership and team performance. Moreover, relationship conflict moderated the relationship between SL and TP.

The finding delineates that healthcare organizations can adopt shared leadership and empower team members by involving them in decision-making, enhancing collaboration, resource utilization, and patient care outcomes. Managers should implement structured strategies like cross-functional training and inclusive decision-making processes to cultivate empowered teams and mitigate relationship conflicts for optimal performance.

The study advocates developing shared leadership practices for better team outcomes. This study is an early attempt to examine the mediating role of shared leadership between team empowerment and team performance.