Does moving away from a dual CEO/board chair corporate governance structure lead to better company oversight and performance? Not always, according to David F. Larcker and Brian Tayan of Stanford University. In this succinct report, Larker and Tayan use a sampling of 187 top firms to explore the logic, logical fallacies and statistics surrounding separation of the CEO and board chair roles. They raise pertinent questions for companies considering changes to their leadership structures. getAbstract recommends this report to business leaders and corporate shareholders.
In this summary, you will learn
- Why some companies choose to combine or separate the CEO and board chair roles and
- How separating the two roles affects company performance.
About the Authors
David F. Larcker is senior faculty member of the Center for Corporate Governance at Stanford. Brian Tayan is a researcher with the Corporate Governance Research Program at Stanford.
Get the key points from this article in 10 minutes.
For your company
We help you build a culture of continuous learning.
Comment on this summary
By the same authors
David F. Larcker and Brian Tayan
Stanford Business, 2016
Customers who read this summary also read
Collaborative Fund, 2016
E. Freya Williams