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Asia Pacific Journal of Management

Erschienen in:

01.12.2010

CEO duality, organizational slack, and firm performance in China

verfasst von: Mike W. Peng, Yuan Li, En Xie, Zhongfeng Su

Erschienen in: Asia Pacific Journal of Management | Ausgabe 4/2010

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Abstract

CEO duality, organizational slack, and ownership types have been found to affect firm performance in China. However, existing work has largely focused on their direct relationships with firm performance. Advancing this research, we develop an integrative framework to address an important and previously underexplored question: How do CEO duality and organizational slack affect the performance of firms with different ownership types? Specifically, we compare the moderating effects of CEO duality on the relationship between organizational slack and firm performance in China’s state-owned enterprises (SOEs) and private-owned enterprises (POEs). Findings suggest that there is a positive relationship between organizational slack and firm performance, and that CEO duality negatively moderates this relationship in SOEs, but positively in POEs.

Vorheriger Artikel A behavioral theory of governments’ ability to make credible commitments to firms: The case of the East Asian paradox

Nächster Artikel Currencies of exchange and global LMX: How they affect employee task performance and extra-role performance

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Titel: CEO duality, organizational slack, and firm performance in China
verfasst von: Mike W. Peng
Yuan Li
En Xie
Zhongfeng Su
Publikationsdatum: 01.12.2010
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 4/2010
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-009-9161-4

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