The Effect Of Ceo Popularity On Firm Performance With Free Cash Flow As A Moderating Variable

Authors

  • Nasrudin Nasrudin Politeknik Negeri Medan, Indonesia
  • Eva Yuniarti Utami Universitas Sebelas Maret, Indonesia
  • Deni Apriadi Universitas Kebangsaan Republik Indonesia, Indonesia
  • Irwan Musriza Harahap Politeknik Negeri Medan, Indonesia
  • Melvin Krisdiana Djami Rane Universitas Kristen Artha Wacana, Indonesia
  • Edi Putra Berutu Politeknik Negeri Medan, Indonesia

DOI:

https://doi.org/10.31004/innovative.v4i4.14490

Abstract

This research is a quantitative study with an explanatory approach, namely an approach that supports previous research as the main reference for building a foundation for the research being carried out. The data used in this study are secondary data that researchers obtained from credible sources such as the Indonesia Stock Exchange from 2013 to 2023. The data were analyzed using the smart PLS 4.0 analysis tool. The result in this article show  that the CEO Popularity variable can have a positive relationship direction and a significant influence on Company Performance because the P-Values ​​are positive and below the significance level of 0.05, namely 0.009. This is because a polished CEO can make negotiations easier, the company profile is increasingly well-known, and ultimately can improve Company Performance. These results are in line with research. In the next row, it can be concluded that the Free Cash Flow variable can moderate the influence of the CEO Popularity variable on Company Performance because the P-Values ​​are positive and below the significance level of 0.05, namely 0.000, which is more significant than direct testing of 0.09. Thus, it can be concluded that the first and second hypotheses in this article can be proven and accepted.

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Published

2024-08-15

How to Cite

Nasrudin, N., Utami, E. Y., Apriadi, D., Harahap, I. M., Djami Rane, M. K., & Berutu, E. P. (2024). The Effect Of Ceo Popularity On Firm Performance With Free Cash Flow As A Moderating Variable. Innovative: Journal Of Social Science Research, 4(4), 11150–11158. https://doi.org/10.31004/innovative.v4i4.14490