Abstract
This paper provides an empirical assessment comparing board composition (proportion of outside/nonmanagement board members) and CEO duality (role of CEO and chairperson held simultaneously) between samples (n=150) of Japanese, United Kingdom, and United States industrial firms. Results indicate marked differences in these corporate governance dimensions. Implications regarding board independence, and differences in corporate governance internationally are discussed.
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*Dan R. Dalton is a Professor at the Graduate School of Business at Indiana University.
**Idalene F. Kesner is an Assistant Professor of Business Policy and Environment at the University of North Carolina at Chapel Hill. She received her Ph.D. from the Graduate School of Business at Indiana University. Professor Kesner has published articles in such journals as the Academy of Management Review and the Journal of Business Strategy, and her current research interests include corporate boards of directors and executive succession.
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Dalton, D., Kesner, I. Composition and CEO Duality in Boards of Directors: An International Perspective. J Int Bus Stud 18, 33–42 (1987). https://doi.org/10.1057/palgrave.jibs.8490410
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DOI: https://doi.org/10.1057/palgrave.jibs.8490410