CEO duality, organizational slack, and firm performance in China

被引：117
|
作者：
Peng, Mike W. [1 ]
Li, Yuan [2 ]
Xie, En [2 ]
Su, Zhongfeng [2 ]
机构：
[1] Univ Texas Dallas, Sch Management, Richardson, TX 75083 USA
[2] Xi An Jiao Tong Univ, Sch Management, Xian 710049, Shaanxi, Peoples R China
来源：
ASIA PACIFIC JOURNAL OF MANAGEMENT | 2010年 / 27卷 / 04期
基金：
中国国家自然科学基金;
关键词：
CEO duality; Organizational slack; China; EMERGING ECONOMY; INSTITUTIONAL TRANSITIONS; RESOURCES; DIRECTORS;
D O I：
10.1007/s10490-009-9161-4
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
CEO duality, organizational slack, and ownership types have been found to affect firm performance in China. However, existing work has largely focused on their direct relationships with firm performance. Advancing this research, we develop an integrative framework to address an important and previously underexplored question: How do CEO duality and organizational slack affect the performance of firms with different ownership types? Specifically, we compare the moderating effects of CEO duality on the relationship between organizational slack and firm performance in China's state-owned enterprises (SOEs) and private-owned enterprises (POEs). Findings suggest that there is a positive relationship between organizational slack and firm performance, and that CEO duality negatively moderates this relationship in SOEs, but positively in POEs.
引用
收藏
页码：611 / 624
页数：14
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