Self‐selection, endogeneity, and the relationship between CEO duality and firm performance
- 30 March 2009
- journal article
- research article
- Published by Wiley in Strategic Management Journal
- Vol. 30 (10), 1092-1112
- https://doi.org/10.1002/smj.776
Abstract
No abstract availableThis publication has 24 references indexed in Scilit:
- Board Leadership Structure and Firm PerformanceCorporate Governance: An International Review, 2005
- Boards of Directors as an Endogenously Determined Institution: A Survey of the Economic LiteratureSSRN Electronic Journal, 2000
- The Non-Correlation Between Board Independence and Long-Term Firm PerformanceSSRN Electronic Journal, 1998
- Defections from the Inner Circle: Social Exchange, Reciprocity, and the Diffusion of Board Independence in U.S. CorporationsAdministrative Science Quarterly, 1997
- The Case for Separating the Roles of Chairman and CEO: An Analysis of Stock Market and Accounting DataCorporate Governance: An International Review, 1996
- Corporate governance and the bankrupt firm: An empirical assessmentStrategic Management Journal, 1994
- The Modern Industrial Revolution, Exit, and the Failure of Internal Control SystemsThe Journal of Finance, 1993
- CEO duality and organizational performance: A longitudinal analysisStrategic Management Journal, 1991
- The Changing of the Guard: Turnover and Structural Change in the Top-Management PositionsAdministrative Science Quarterly, 1988
- Separation of Ownership and ControlThe Journal of Law and Economics, 1983