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    To read the full version of this content please select one of the options below:Design/methodology/approachOriginality/valueAcknowledgementsRelated articlesWhich of the following is a reason that a firm would want to hire a CEO from the internal managerial labor market?Which of the following best explains the underlying premise of the Balanced Scorecard quizlet?Which key strategic leadership action plays a key role in influencing how the firm?

Sang-Youn
Lee (Division of Business Administration, Sungkonghoe University, Seoul, Republic of Korea)

Eun-Jeong Ko (Silberman College of Business, Fairleigh Dickinson University
College, Madison, New Jersey, USA)

Corporate Governance

ISSN: 1472-0701

Article publication date: 17 January 2022

Issue publication date: 14 June 2022

Abstract

Purpose

This study aims to investigate how three critical governance decisions by foreign firms impacted their survivability post-initial public offerings (IPO): the choice of CEO (founder vs non-founder); the power the founder CEO wields relative to the board in terms of CEO duality; and board size.

Design/methodology/approach

This study uses data
from 86 foreign firms that completed IPOs in the US market between 2000 and 2008 and adopts a Cox proportional hazards model to examine how the founder, founder CEO duality and board size influence foreign firm delisting post-IPO.

Findings

A founder CEO or a founder CEO with duality (i.e. when a founder CEO is also chair of the board of directors) does not tư vấn a foreign firm’s survival post-IPO. Expectedly, board size has a negative impact on
post-IPO firm survivability; however, founder CEO duality positively moderates this negative relationship. Therefore, founder CEO duality plays a positive indirect role in the context of post-IPO firms with large boards.

Originality/value

First, while the benefits of CEO duality have been empirically ambiguous, this study clarifies how founder CEO duality manifests its positive impacts in foreign listings. Second, by focusing on board cognition, this
study confirms the negative impact of large boards, but highlights that this can be mitigated by governance leadership structure. Finally, despite organizational life-cycle theorists’ advocacy of the replacement of founder CEOs with professional CEOs in sizable ventures, this study shows the benefits of their retention when the board is large.

Keywords

    Founder CEO duality Board size
    Foreign IPO Resource dependence
    Stewardship Delisting

Acknowledgements

This work was supported by the Sungkonghoe University Research Grant of 2022.

Citation

Lee, S.-Y. and Ko, E.-J. (2022), “Effects of founder CEO duality and board size on foreign IPOs’ survival in US markets”, Corporate Governance, Vol. 22
No. 5, pp. 1054-1077. ://doi.org/10.1108/CG-04-2022-0151

Publisher

:

Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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