CEO duality leadership and corporate diversification behavior

Kim, Kong Hee; Al-Shammari, Hussam; Kim, Bongjin; Lee, Seung Hyun

doi:10.1016/j.jbusres.2008.10.017

Cited by 147 publications

(111 citation statements)

References 53 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Boyd et al (2005) note that CEO duality tears the equilibrium power between CEO and the board which reduce the board's controlling efficiency. Kim et al (2009) show that in the case of unrelated industries, CEO duality and corporate diversification are associated positively. They recognized that this relationship is less pronounced when we consider the effect of corporate governance mechanisms.…”

Section: The Ceo Duality and Diversificationmentioning

confidence: 87%

Corporate Board Characteristics, Managerial Entrenchment and Diversification Strategy: Evidence from Tunisian Context

Marouan¹

2015

IJBM

View full text Add to dashboard Cite

The aim of this paper is to analyze the role of the board of directors and the management entrenchment in the explanation of diversification strategy of the Tunisian firms. In particular we focus on the characteristics of these two opposite directions bodies where the first controls the second in explaining the strategic choices of the firm. We find evidence for the negative effect of the board size and outside directors on the diversification strategy of the firm. The empirical result points also the negative effect of the CEO duality, which is inconsistent with the agency hypothesis.

show abstract

Section: The Ceo Duality and Diversificationmentioning

confidence: 87%

Corporate Board Characteristics, Managerial Entrenchment and Diversification Strategy: Evidence from Tunisian Context

Marouan¹

2015

IJBM

View full text Add to dashboard Cite

show abstract

“…Under this structure, the CEO is given superior governance power, thus, the board's ability to objectively assess the performance of the firm's top management (including the CEO) can be undermined, rendering the board less effective in its controlling and monitoring function [29]. Moreover, duality threatens the completeness of information transfer from the CEO to other directors on the board [30], which may lead to less voluntary disclosure [31]. Although theories seem to suggest a negative effect of the duality structure on disclosure, empirical evidences are mixed.…”

Section: Board Independence: Independent Directors and Ceo Dualitymentioning

confidence: 99%

Board Governance and Sustainability Disclosure: A Cross-Sectional Study of Singapore-Listed Companies

Loh

2018

Sustainability

102

View full text Add to dashboard Cite

This paper aims to investigate the relationship between board governance and sustainability disclosure in Singapore. Regression analysis is performed using cross-sectional data of Singapore-listed companies to examine the relationship between sustainability disclosure and various board governance factors, including board capacity, board independence, and board incentive. The findings show the presence of significant associations between board governance and sustainability disclosure. In terms of board capacity, companies with larger board sizes and a higher number of board meetings are more likely to practice sustainability reporting, and their reporting qualities are higher. For board independence, the percentage of independent directors positively impacts the firm's reporting probability and quality on sustainability in Singapore. For board incentives, the practice of long-term incentives for executive directors can significantly improve both the probability and quality of sustainability reporting. The study adds to the literature on corporate governance and sustainability disclosure. It provides empirical evidence and guidance for firms and policy-makers in Singapore and beyond on how sustainability disclosure can be improved through robust board governance.

show abstract

“…First, managing a diversified firm usually leads to a high level of Weberian power and prestige (Benston 1985;Gomez-Mejia and Wiseman 1997). Thus, managers are prone to diversify for Schumpeterian empire-building reasons (Jensen 1986;Kim et al 2009), for their entrenched interests (Shleifer and Vishny 1989), and ''in response to changes in private benefits'' (Aggarwal and Samwick 2003, p. 71).…”

Section: Managerial Driversmentioning

confidence: 99%

“…For instance, Kim et al (Kim et al 2009) find that CEO duality is positively linked to unrelated diversification. Other scholars (Denis et al 1997;May 1995) corroborate the ''managerial opportunism hypothesis'', showing that the span of diversification is negatively related to managerial equity ownership.…”

Section: Managerial Driversmentioning

confidence: 99%

Revamping research on unrelated diversification strategy: perspectives, opportunities and challenges for future inquiry

Picone

Dagnino

2015

J Manag Gov

View full text Add to dashboard Cite

With the aim of achieving an advanced understanding of current research on unrelated diversification and providing fruitful groundwork to foster active interchange between disciplinary traditions, this paper detects articles from two relevant research streams; i.e., strategic management and financial economics. We first provide a brief overview of management thinking on unrelated diversification strategy. Then, we present a conceptual map that offers a comprehensive appreciation of unrelated diversification strategy antecedents (i.e., environmental and institutional, organizational value-enhancing, and managerial drivers), implementation process (i.e., managerial complexity, misallocation of resources, and structural inertia), and consequences (i.e., diversification premiums and discounts). Finally, we unpack the major gaps in our current knowledge that may help refocus the research agenda on unrelated diversification strategy and revamp the apparent waning proclivity of this issue.

show abstract

CEO duality leadership and corporate diversification behavior

Cited by 147 publications

References 53 publications

Corporate Board Characteristics, Managerial Entrenchment and Diversification Strategy: Evidence from Tunisian Context

Corporate Board Characteristics, Managerial Entrenchment and Diversification Strategy: Evidence from Tunisian Context

Board Governance and Sustainability Disclosure: A Cross-Sectional Study of Singapore-Listed Companies

Revamping research on unrelated diversification strategy: perspectives, opportunities and challenges for future inquiry

Contact Info

Product

Resources

About