Should Chairman and CEO be Separated? Leadership Structure and Firm Performance in Switzerland
We investigate the valuation effects of leadership structure in Switzerland where, in contrast to the u.s., a separation of the ceO and chairman functions is common. Consistent with the majority of prior research focusing on the u.s., we find no evidence of a systematic and significant difference in valuation between firms with combined and firms with separated functions. We also investigate whether the leadership structure is related to firm-level corporate governance characteristics. We find a curvilinear relation between leadership structure and managerial shareholdings that is similar to what we observe between firm value and managerial shareholdings. A possible interpretation is that the agency costs associated with a combined function are mitigated by a higher incentive alignment of the ceO/chairman through an adequate level of managerial shareholdings.
Volume (Year): 60 (2008)
Issue (Month): 2 (April)
|Contact details of provider:|| Postal: |
Phone: 0049 89 2180 2166
Fax: 0049 89 2180 6327
Web page: http://www.sbr-online.com
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:sbr:abstra:v:60:y:2008:i:2:p:182-204. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (sbr)The email address of this maintainer does not seem to be valid anymore. Please ask sbr to update the entry or send us the correct address
If references are entirely missing, you can add them using this form.