Twenty-third International Conference on Knowledge, Culture, and Change in Organizations

Abstract

By drawing on the upper echelons theory we propose a synthesized model of the strategy process to analyse the effects of board diversity on performance while examining the heterogeneous mediating effect of CEO duality in family firms. Our integrated theory, which is supported by empirical results, illustrates why characteristics and dominant logics are important in understanding both the board’s and CEOs’ behaviors in a system of the strategy process and the circumstances under which the consolidation of power and decision-making afforded by duality would be beneficial and vice versa in family firms.