Self‐selection, endogeneity, and the relationship between CEO duality and firm performance

By Raghavan J. Iyengar, Ernest M. Zampelli. 2009

133 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/12f3fddef4eab3091880c6f1e5e7f6e27bfa9012

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Citations in the corpus

The Effects of Market Competition, Capital Structure, and CEO Duality on Firm Performance: A Mediation Analysis by Incorporating the GMM Model Technique (2020, background): “Some studies have not provided a significant impact of CEO duality on firm performance [6,51].”
The dynamic relationship between CEO duality and firm performance: The moderating role of board independence (2016, background): “Recent research (Iyengar & Zampelli, 2009) investigates this possibility and documents that studies which treat CEO duality as exogenous do not suffer from selection bias.”
Integration of Micro and Macro Studies in Governance Research: CEO Duality, Board Composition, and Financial Performance (2011, background): “There is no evidence of substantive, systematic relationships between corporate financial performance and board leadership structure (Dalton et al., 1998; Dalton et al., 2008; Dey et al., 2009; Faleye, 2007; Iyengar & Zampelli, 2009).”
Apprentice, Departure, and Demotion: An Examination of the Three Types of CEO–Board Chair Separation (2013, background): “In other words, in keeping with Iyengar and Zampelli (2009), we found no evidence that boards select their leadership structure on the basis of firm performance.”
Corporate Governance, Accounting and Finance: A Review (2011, unknown): “endogenous switching regression model framework is used to test explicitly for the presence of selection bias, Iyengar and Zampelli (2009) find no evidence that CEO duality is purposefully chosen to optimise firm performance.”