CEO/Chairman Role Duality Desire: Resistance to Separation Irrespective of Effect

Kakabadse, Nada K.; Kakabadse, Andrew; Knyght, Reeves

doi:10.1057/9781137275707_12

Cited by 2 publications

(3 citation statements)

References 73 publications

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“…Governance of the enterprise is a concept of historically evolving content. Pre-19th-century notions of the governance of the enterprise were based on trust, namely that the stewards of the firm could be trusted to make the best use of the assets of the organization on behalf of the owners [5]. In the original form of modern business, the owner and the manager coincide.…”

Section: Literature On Ceo and Chairman Duality And Controlmentioning

confidence: 99%

CEO Duality and Firm Distress

Kolias¹,

Arnis²,

Kypriotelis³

2019

OJAcct

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This study examines the relationship between firm performance and corporate governance structure, mainly leadership structure. The leadership structure is strongly related to CEO duality. There are several aspects and dimensions of this relation, which may influence the corporate performance but this study focuses on the extreme situation where this relation reaches its ends, namely the corporation collapse. This paper has considered the factors that can cause corporate failure and its governance inability to attain their objectives. Data were collected from 385 bankrupt and 14.000 non-bankrupt unlisted Greek firms for a period of ten years in order for a model to be drawn, indicating the possibility of those firms incorporated under duality to bankrupt.

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Section: Literature On Ceo and Chairman Duality And Controlmentioning

confidence: 99%

CEO Duality and Firm Distress

Kolias¹,

Arnis²,

Kypriotelis³

2019

OJAcct

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“…Although this theory was developed with respect to large business corporations (Cornforth, 2004), many of the processes it describes are also relevant to small but growing firms. From this perspective, the board especially one that is managed by the CEO ends up embracing management's decisions with no fundamental input and because managers are assumed to know the operational details of the day to day management of the firm (Huse, 2005;Kakabadse et al, 2013), the board therefore decides to embrace or ratify whatever decisions that are taken by management and ends up being mere rubber stamp. Stiles and Taylor (2001) in their research on private sector boards also argue that in situations of CEO duality, board members are unable to constrain managerial opportunism.…”

Section: Managerial Hegemony Theorymentioning

confidence: 99%

“…Conspicuously, the board is customarily tasked with an oversight role of evaluating the management team and CEO (Firth et al, 2014;Cornforth, 2004;Freeman, 2008). Because of this, board chairpersons are expected to understand their leadership roles in relation to how it contributes to the performance of the firm (Desoky, & Mousa, 2013;Kakabadse & Kakabadse, 2013). Likewise, the CEO is tasked with overseeing the daily operations of the business as well as operationalising strategic plans (Bathula, 2008).…”

Section: Introductionmentioning

confidence: 99%

CEO Duality and Financial Performance: Testing the Moderating Role of Firm Age: Evidence from a Developing Economy

Akisimire¹,

Abaho²,

Tweyongyere³

2020

JEBS

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This paper tests the moderating role of firm age on the relationship between Chief Executive Officer (CEO) duality and financial performance among manufacturing firms in Uganda. A cross section survey was adopted using 78 manufacturing firms in Uganda. Data was analyzed using descriptive statistics, correlation and hierarchical regression. Modgraph software was also used to ascertain the validity of the set hypothesis. Results reveal that whether the CEO doubles as chairman of board or not, this does not significantly affect firm Financial Performance. However, as the firms grow older, the role of CEO-Board Chairman duality phenomenon gains significance in determining financial performance. Therefore, as firms grow in age, the CEOs should not be the same as Board chairpersons if firms have to perform well financially. Since only a single research methodological approach was employed in this study, future research can undertake to use a mixed methods approach to provide more detailed insights. Further, a longitudinal approach can also be employed to study financial performance trends among manufacturing firms over years. Entrepreneurs of these firms should put emphasis on proper segregation of the CEO role and those of the board chairman especially as firms grow in age. A moderating role of firm age on the relationship between CEO duality and financial performance was tested among manufacturing firms; previous studies have tended to test the direct or mediating effects.

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CEO/Chairman Role Duality Desire: Resistance to Separation Irrespective of Effect

Cited by 2 publications

References 73 publications

CEO Duality and Firm Distress

CEO Duality and Firm Distress

CEO Duality and Financial Performance: Testing the Moderating Role of Firm Age: Evidence from a Developing Economy

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