Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/55417
Title: Causes and consequences of the CEO also being the chair of the board
Authors: Ghosh, A
Karuna, C
Tian, F 
Keywords: CEO duality
CEO-chair
Governance
Issue Date: 2015
Publisher: American Accounting Association
Source: Journal of management accounting research, 2015, v. 27, no. 2, p. 197-223 How to cite?
Journal: Journal of management accounting research 
Abstract: We examine whether a firm’s operating environment influences the likelihood that the CEO is also the chair of the board of directors. Specifically, using robust regression techniques, we find that when a firm has greater advisory needs and is more reliant on managerial initiatives for innovation, the firm is more likely to appoint its CEO as the chair. We also examine whether CEO-Chairs use their greater bargaining power from holding dual positions to benefit themselves at the expense of shareholders. We find no evidence to suggest that CEO-Chairs are more likely to extract rents compared to CEOs who are not chairs. Collectively, these findings indicate that the decision by firms to appoint their CEOs as chairs is determined by the firms’ operating environment and that there is no evidence to suggest that CEO-Chairs use their power from holding dual positions to the detriment of shareholders.
URI: http://hdl.handle.net/10397/55417
ISSN: 1049-2127
DOI: 10.2308/jmar-51212
Appears in Collections:Journal/Magazine Article

Access
View full-text via PolyU eLinks SFX Query
Show full item record

Page view(s)

37
Last Week
8
Last month
Checked on Aug 21, 2017

Google ScholarTM

Check

Altmetric



Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.