CEO duality, organizational slack, and firm performance in China

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How researchers see this paper

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Corporate governance and Asian companies (2011, methodology): “Here we place one paper in one cell based on the emphasis made by the authors, as interpreted by the editors. the behavior and performance of Asian companies (Peng et al., 2010a).”
Executive Compensation and Corporate Fraud in China (2014, unknown): “The distinction between SOEs and non-SOEs is important in light of differences in ownership, monitoring and control mechanisms (Peng et al. 2010).”
Human Capital and CEO Compensation during Institutional Transitions (2015, unknown): “We code slack as the debt/equity ratio (Peng et al., 2010).”
Corporate Governance in China: A Meta‐Analysis (2018, background): “While the drawbacks of CEO duality have been extensively discussed, there is still a general lack of empirical evidence regarding its net effect not only from emerging economies (Peng et al., 2010), but also from developed economies (Dalton et al., 2007).”
Effects of corporate environmental responsibility on financial performance: The moderating role of government regulation and organizational slack (2017, methodology): “As the unabsorbed slack played a more important role in corporate performance and behaviors (Tan and Peng 2003), this research employed the natural logarithm of the current assets/current liabilities ratio (noted as SL) to measure organizational slack (Graves and Waddock 1994; King and Lenox 2001; P”