Board Leadership Structure and Firm Performance

15 Pages Posted: 10 Dec 2005

See all articles by Eugene Kang

Eugene Kang

Nanyang Business School, Nanyang Technological University

Asghar Zardkoohi

Texas A&M University - Department of Management

Abstract

We suggest that the equivocal empirical results of board leadership structure on firm performance have both methodological and conceptual roots. We stress that whether board leadership structure enhances or lowers performance depends on its fit with a firm's internal and external conditions, a point that has not been comprehensively addressed by the extant literature. To guide future research in this field, we develop five testable propositions and offer some suggestions on how these propositions may be empirically tested.

Keywords: CEO duality, board leadership, firm performance

Suggested Citation

Kang, Eugene and Zardkoohi, Asghar, Board Leadership Structure and Firm Performance. Corporate Governance: An International Review, Vol. 13, No. 6, pp. 785-799, November 2005, Available at SSRN: https://ssrn.com/abstract=856653 or http://dx.doi.org/10.1111/j.1467-8683.2005.00470.x

Eugene Kang (Contact Author)

Nanyang Business School, Nanyang Technological University ( email )

Singapore, 639798
Singapore

Asghar Zardkoohi

Texas A&M University - Department of Management ( email )

430 Wehner
College Station, TX 77843-4218
United States
919-845-2043 (Phone)
919-845-9641 (Fax)

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