The DOI matches its Crossref record.
CEO duality and organizational performance: A longitudinal analysis
Abstract
All public corporations must make a choice regarding board leadership structure. Advocates of more effective corporate governance argue for independent board leadership; yet many firms choose instead to allow the CEO to serve as board chairperson (CEO duality). This study examines the differential financial implications of these choices for 141 corporations over a 6‐year time period. Results indicate significant differences in performance between the two groups along a number of performance measures; more specifically, firms opting for independent leadership consistently outperformed those relying upon CEO duality.
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Citations
Cited by
Classified boards, firm value, and managerial entrenchment
Faleye, O. (2007) · Journal of Financial Economics · doi:10.1016/j.jfineco.2006.01.005 · Cited by 550
Appuhami, R., & Bhuyan, M. (2015) · Managerial Auditing Journal · doi:10.1108/maj-04-2014-1022 · Cited by 100
Financial Distress and Corporate Governance around Lehman Brothers Bankruptcy
Brédart, X. (2014) · International Business Research · doi:10.5539/ibr.v7n5p1 · Cited by 8
Metadata
- Authors
- Rechner, P. L., & Dalton, D. R.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1991-02
- Volume
- 12
- Issue
- 2
- Pages
- 155-160
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2014064130
- Cited by
- 1,250
- References
- 0
- FWCI
- 35.79
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
