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Key research themes
1. How does CEO duality influence firm performance under varying internal and external governance and contextual factors?
This research area investigates the complex relationship between the CEO simultaneously holding the roles of CEO and board chair (CEO duality) and firm performance. The evidence is mixed, with studies showing negative, neutral, or positive impacts depending on the moderating effects of contextual variables such as gender of the CEO-chair, other executives' power, blockholding outside directors, firm size, corporate social responsibility (CSR) practices, and industry-specific factors. Understanding these contingencies helps clarify when CEO duality may enhance or impede firm outcomes and informs governance practices.
Key finding: Analyzing a longitudinal dataset from the U.S. computer industry, the paper demonstrates that the negative effect of CEO duality on firm performance is particularly pronounced when the CEO wields dominant power relative to... Read more
Key finding: This empirical study on Chinese listed firms finds CEO duality has a significant negative relationship with firm performance overall. However, both firm size and CSR practices positively moderate this relationship, such that... Read more
Key finding: Investigating Sri Lankan companies, the study provides evidence consistent with both agency and stewardship theories. While CEO duality can exacerbate agency problems by reducing board independence, it can also facilitate... Read more
Key finding: Utilizing first-time required disclosures on reasons for CEO duality or separation following 2009 regulatory changes, the paper identifies 24 reasons for combining and 22 for separating CEO and chairman roles. Firms with... Read more
2. What are the conceptualizations, challenges, and leadership structures in dual or plural executive configurations?
This theme explores theoretical and practical frameworks for understanding executive duality not just in corporate governance but in broader leadership contexts including project-based organizations and strategic leadership coalitions. It includes analyzing the roles and boundaries in plural leadership, the expanding and porous nature of dominant coalitions beyond single CEO models, and how leadership balance can be achieved between vertical and horizontal levers within organizations. This body of research provides insights into intra-organizational coordination challenges, role conflict and ambiguity, and evolving governance models.
Key finding: The paper introduces a novel typology of dominant coalitions in firms, moving beyond traditional CEO-only and TMT (top management team) collective models to highlight the porosity of leadership boundaries. It documents the... Read more
Key finding: Investigating film industry project organizations with dual leadership—director (artistic) and producer (commercial)—the study reveals that role conflict and ambiguity experienced by individuals positioned hierarchically... Read more
Key finding: The chapter conceptualizes balanced leadership as the situational and temporary adjustment between vertical (project manager) and horizontal leadership (team members) in project management. It articulates a four-step... Read more
3. How can technology, especially executive information systems (EIS), support multi-executive leadership and decision-making processes?
This theme examines the development, challenges, and evolving design principles of Executive Information Systems (EIS), which provide tailored, direct access to critical internal and external information for senior executives. It focuses on the complexity of executive information needs in plural leadership or dual executive settings and the limitations of conventional EIS. New proposals involve agent-based systems and adaptive frameworks aiming to enhance proactive information processing and decision support, thus facilitating the multifunctional demands and coordination required in dual or plural executive structures.
Key finding: This seminal paper establishes a comprehensive framework for EIS development including user-system dialog and structural perspectives. It presents survey data from 50 firms revealing common EIS characteristics such as... Read more
Key finding: The article discusses the unique challenges in EIS design and the high failure risk associated with development and usage phases. It stresses the need to distinguish EIS use from development and identifies key factors... Read more
Key finding: Based on focus group studies with managers, the research identifies that conventional EIS are often deficient in dealing with the uncertainty, dynamic, and proactive information needs of executives. The paper argues that... Read more