Asia Pacific Journal of Management

, Volume 27, Issue 4, pp 611–624

CEO duality, organizational slack, and firm performance in China

Authors

    • School of ManagementUniversity of Texas at Dallas
  • Yuan Li
    • School of ManagementXi’an Jiaotong University
  • En Xie
    • School of ManagementXi’an Jiaotong University
  • Zhongfeng Su
    • School of ManagementXi’an Jiaotong University
Article

DOI: 10.1007/s10490-009-9161-4

Cite this article as:
Peng, M.W., Li, Y., Xie, E. et al. Asia Pac J Manag (2010) 27: 611. doi:10.1007/s10490-009-9161-4

Abstract

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.

Keywords

CEO dualityOrganizational slackChina

Copyright information

© Springer Science+Business Media, LLC 2009