CEO Duality and Firm Performance during China's Institutional Transitions

By Mike W. Peng, Shujun Zhang, Xinchun Li. Management and Organization Review, 2007

318 citations recorded by the source corpus.

Subfields: Accounting, Finance, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/167e9e5d1ef9981b227ada40da7d9ce41c8a34d3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Yuan Li
2. En Xie
3. Mike W. Peng
4. Zhongfeng Su
5. Marc van Essen
6. Dean Xu
7. P. Duran
8. H. Hu

In Finance

1. Yuan Li
2. H. Hu
3. M. Tan
4. O. Tam
5. P. Duran
6. En Xie
7. Anders C. Johansson
8. Mike W. Peng

In Organizational Behavior and Human Resource Management

1. Marc van Essen
2. Yuan Li
3. P. Duran
4. En Xie
5. H. Hu
6. M. Tan
7. Zhongfeng Su
8. Mike W. Peng

Citations in the corpus

• Current debates in global strategy (2009, unknown): “Recent work in China (Bruton et al. 2007; Peng 2004b; Peng et al. 2007) and Russia (Peng et al. 2003) casts some doubts on the performance benefits of such superficial 'convergence'.”
• Living through the Great Chinese Famine: Early-life experiences and managerial decisions ☆ (2018, background): “16 Peng et al. (2007) provide empirical evidence in favor of the stewardship theory in the case of Chinese listed companies.”
• Principal—Principal Conflict in the Governance of the Chinese Public Corporation (2008, result): “…which is consistent with the © 2008 The Authors Journal compilation © 2008 Blackwell Publishing Ltd traditional agency argument and probably one of the clearer tests of this notion in the literature even though previous studies in China have reported mixed results (e.g., Peng, Zhang, and Li, 2007).”
• Developing theory from strategic management research in China (2008, background): “In theory, firms under a low level of uncertainty can choose to optimize its allocation of resources and focus on 7 For example, Peng, Zhang, and Li (2007) report that CEO duality—the practice of CEO also serving as chairman of the board—contributes to firm performance among Chinese firms in inland…”
• Corporate Governance in China: A Meta‐Analysis (2018, background): “On the other hand, CEO duality may lead to the unity of command, which enables more efficient decision-making (Peng et al., 2007, 2010).”
• Internal governance mechanisms and firm performance in China (2009, methodology): “governance research on supervisory board has received less attention in previous studies such as Peng (2004), Peng, Zhang, and Li (2007) .”
• CEO duality, organizational slack, and firm performance in China (2010, methodology): “Environmental dynamism is operationalized by a standardized measure of the volatility of industry sales growth rate over five years (Boyd, 1995; Peng et al., 2007 ).”
• Corporate governance and firm value during the global financial crisis: Evidence from China (2012, background): “In contrast, Dechow et al. (1996) and Peng et al. (2007) find a positive relationship between CEO duality and firm performance.”