Chairman/CEO Duality and its Effects for the Management of Corporate Governance in Guayana
Lincoln A., Fields, R., and Adedoyin O., (2013) Chairman/CEO Duality and its Effects for the Management of Corporate Governance in Guayana, International Journal of Business and Management; Vol. 8, No. 20. P. 36-47.
12 Pages Posted: 29 Sep 2013
Date Written: September 22, 2013
This research provides a detailed analysis of board leadership structure of corporations in Guyana focusing on whether individual boards are duality or separately led. There were two questions being asked at the outset. First, would duality led or separately led companies prove more likely to achieve profitability and financial success. Secondly, if neither, was there some other configuration of the board that would be successful in the time frame under study. The study is of significant importance because up to the present time there is no empirical research which expresses an opinion on the phenomenon based on evidence of local experience. It was intended to establish that the conclusions drawn regarding these arrangements in companies in the developed world were not apposite in the Guyanese context and to discover what conclusions were relevant locally. To this end the research sought to develop a Guyanese position based on various metrics which were extracted from the Annual Reports of the target companies spanning a three year period i.e. 2009-2011. The evidence is certainly suggestive if it is not compelling that there is a substantive relationship between board leadership structure and business success in the marketplace of Guyana. Further study is needed, perhaps with a wider window maybe of a ten year period as that would be likely to provide even more persuasive evidence of a correlation between leadership structure and performance.
Keywords: corporate governance, CEO/chairman, duality, Guyana
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