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Strategic agility orientation? The impact of CEO duality on corporate entrepreneurship in privatized Vietnamese firms
Journal of General Management Pub Date : 2019-12-31 , DOI: 10.1177/0306307019886170
Hong T.M. Bui 1 , Huong T.M. Nguyen 2 , Vinh Sum Chau 3
Affiliation  

This study examines the impact of chief executive officer (CEO) duality (a chief executive operating chair of board and leader of a firm) of newly privatized Vietnamese firms on the level of corporate entrepreneurship; this understanding is used to throw light on the extent to which a position of strategic agility is achieved. Specifically, does CEO duality enable firms to keep consistent with their vision, while remaining flexible in their business model? Data from a survey of 114 CEOs of board and top management team members in privatized firms in Vietnam were collected and examined through a combination of agency theory and stewardship theory. The research finds that CEO duality does not necessarily lead to a higher degree of entrepreneurial activity in privatized Vietnamese firms. The results have policy implications for shaping corporate governance and management implications for firms striving to be competitive, in ways that advance corporate entrepreneurship in economies such as Vietnam that are both emerging and pursuing privatization.

中文翻译:

战略敏捷导向?CEO双重身份对越南私有化企业创业的影响

本研究考察了新私有化的越南公司的首席执行官 (CEO) 双重身份(董事会首席执行官兼公司领导)对企业创业水平的影响;这种理解用于阐明实现战略敏捷地位的程度。具体来说,CEO 双重身份是否能让公司与其愿景保持一致,同时保持其商业模式的灵活性?通过代理理论和管理理论相结合,收集并检验了对越南私有化公司的 114 位首席执行官和高层管理团队成员的调查数据。研究发现,CEO 双重身份并不一定会导致私有化越南公司的创业活动程度更高。
更新日期:2019-12-31
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