CEO duality, organizational slack, and firm performance in China

Abstract

CEO duality, Organizational slack, China,

Social network contingency, symbolic management, and boundary stretching

“…CEO power has been argued to be a driving force behind higher CEO compensation (Peng et al ., 2010;Ryan and Wiggins, 2004). An indicator of CEO power is chair/CEO duality, which occurs when the CEO is also chair of the board (Wade, O'Reilly, and Pollock, 2006).…”

Contributing to the Asia Pacific Journal of Management

“…Helpful examples of empirical contributions (as well as others) can be found in many papers in APJM and other business journals (Beny, 2007;Jiang & Peng, 2011). Also see Ahlstrom (2011c), Law, Wong, Huang and Li (2008), Meyer et al (2009), Peng, Li, Xie, andSu (2010), and Rynes et al (2005), for some helpful examples. Contributions, particularly those to theory and practice, should provide actionable insights for interested readers to build, test, and improve theory, research, and practice in the field of management and organizations (Ahlstrom, 2011c;Ahlstrom, Lamond, & Ding, 2009;Bhagat et al 2010;Fang, 2010;Rynes, 2002).…”

CEO Duality Structure and Firm Performance in Pakistan

“…The term "Duality" describes the corporate leadership structure where one person holds both the positions of CEO and Board Chairman in an organization (Finkelstein & D'Aveni 1994;Abdullah 2004;Wang et al 2014;Arslan et al 2014); and it has become an emerging issue of research in the current era following corporate scandals around the world (Elsayed 2007;Michael & Anurag 2007;Peng, Zhang & Li 2007;Iyengar & Zampelli 2009;Chahine & Tohmé 2009;Tuggle, Sirmon, Reutzel & Bierman 2010). Interestingly, ten out of these corporate collapses in early 2000, eight had the CEO/Chairman duality (Albrecht & Albrecht 2004).…”