CEO duality and firm performance: A contingency model

CEO duality and firm performance: A contingency model Several studies have addressed the CEO duality‐performance relationship, with inconsistent results. This paper proposes that these inconsistencies can be resolved by integrating agency and stewardship perspectives on duality. Using data from 192 firms in 12 industries, both the direction and magnitude of the duality‐performance relationship was found to vary systematically across Dess and Beard's (1984) environmental dimensions. These results provide partial support for both agency and stewardship perspectives. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

CEO duality and firm performance: A contingency model

Strategic Management Journal, Volume 16 (4) – Jan 1, 1995

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Publisher
Wiley
Copyright
Copyright © 1995 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250160404
Publisher site
See Article on Publisher Site

Abstract

Several studies have addressed the CEO duality‐performance relationship, with inconsistent results. This paper proposes that these inconsistencies can be resolved by integrating agency and stewardship perspectives on duality. Using data from 192 firms in 12 industries, both the direction and magnitude of the duality‐performance relationship was found to vary systematically across Dess and Beard's (1984) environmental dimensions. These results provide partial support for both agency and stewardship perspectives.

Journal

Strategic Management JournalWiley

Published: Jan 1, 1995

References

  • Corporate linkages and organizational environment: A test of the resource dependence model
    Boyd, Boyd
  • Board control and CEO compensation
    Boyd, Boyd
  • Corporate board size, composition and corporate failures in retailing industry
    Chaganti, Chaganti; Mahajan, Mahajan; Sharma, Sharma
  • Choice and determinism: A test of Hrebiniak and Joyce's framework on strategy‐environment fit
    Lawless, Lawless; Finch, Finch
  • Strategy‐making and environment: The third link
    Miller, Miller; Friesen, Friesen
  • Towards an objective classification scheme for organizational task environments
    Rasheed, Rasheed; Prescott, Prescott

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