Does one hat fit all? The case of corporate leadership structure

By O. Faleye. 2007

175 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b0a533ab2ab340f1d11ce3190f865a589f2969f6

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Citations in the corpus

Industry expertise on corporate boards (2017, unknown): “Following Faleye, Hoitash, and Hoitash (2011), we measure acquisition performance using short-run announcement period abnormal returns and long-run operating performance.”
The dynamic relationship between CEO duality and firm performance: The moderating role of board independence (2016, background): “, Daily & Dalton, 1994; Faleye, 2007). Because a board's choice of leadership structure might be endogenous (Faleye, 2007; Hermalin & Weisbach, 1998; Raheja, 2005), the ambiguous results on the relationship between duality and firm performance are often deemed a consequence of endogeneity problems (”
Do board characteristics drive firm performance? An international perspective (2019, background): “Authors such as Christensen et al. (2010), Dahya et al. (2009), Faleye (2007), Tuggle et al. (2010) and Singh et al. (2018) conclude that CEO duality is negatively associated with company profitability, since it prevents the board of directors from independently exercising its control function over…”
Does the board of directors affect cash holdings? A study of French listed firms (2013, unknown): “Similarly, Faleye (2007) assesses that the risk of managerial entrenchment induced by the combination of CEO and chairman roles is less likely in firms with two-tier board systems.”
State ownership and firm performance: Empirical evidence from Chinese listed companies (2013, unknown): “…at least a partial solution to the free-rider problem of small investors, but blockholder ownership above a certain level may lead to the entrenchment of owner–managers that expropriate the wealth of minority shareholders (Fama and Jensen, 1983; Morck et al., 1989; Shleifer and Vishny, 1997).”
Integration of Micro and Macro Studies in Governance Research: CEO Duality, Board Composition, and Financial Performance (2011, background): “Others, however, remain unconvinced (Baliga, Moyer, & Rao, 1996; Dahya et al., 2009; Dalton et al., 2008; Dey, Engel, & Liu, 2009; Faleye, 2007; Finkelstein & D’Aveni, 1994).”
CEO Duality , Competition , and Firm Performance (2012, unknown): “The results of Palmon and Wald are in contrast with Faleye (2007), who find that Tobin’s Q is higher when 5 In Appendix I, we give some examples of arguments that firms make to support their decisions of having a dual leadership structure, including that it promotes clarity regarding the leadership…”
Board structure and survival of new economy IPO firms (2012, unknown): “Faleye (2007) characterizes organizational complexity on the basis of size, asset tangibility, and growth opportunities.”