“…Forker (1992), for example, argued that that the separation of functions can increase the quality of control and reduce the probability of information retention of by leaders, which will substantially improve the quality of information disclosure. However, Hanifa and Cooke Finally, on a sample of 128 French companies belonging to the SBF250 index, Matoussi and Mahfoudh (2010) found that the separation between the functions of the chairman of the Board and those of the chief executive office compels the leader to engage in an "opportunistic" earnings management. This result is in line with the work carried out recently by Kantadu and Samaila (2015).…”