Asia Pacific Journal of Management

, Volume 27, Issue 4, pp 611–624 | Cite as

CEO duality, organizational slack, and firm performance in China



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.


CEO duality Organizational slack China 


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Copyright information

© Springer Science+Business Media, LLC 2009

Authors and Affiliations

  1. 1.School of ManagementUniversity of Texas at DallasRichardsonUSA
  2. 2.School of ManagementXi’an Jiaotong UniversityShaanxiChina

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