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Journal of Environmental Accounting and Management
Dmitry Kovalevsky (editor), Jiazhong Zhang(editor)
Dmitry Kovalevsky (editor)

Climate Service Center Germany (GERICS), Helmholtz-Zentrum Hereon, Fischertwiete 1, 20095 Hamburg, Germany

Fax: +49 (0) 40 226338163 Email: dmitry.v.kovalevsky@gmail.com

Jiazhong Zhang (editor)

School of Energy and Power Engineering, Xi'an Jiaotong University, Xi'an, Shaanxi Province 710049, China

Fax: +86 29 82668723 Email: jzzhang@mail.xjtu.edu.cn


Does CEO Duality and Family Ownership Concentration Hinder the Effectiveness of the Corporate Board of Directors in Jordanian Service Firms?

Journal of Environmental Accounting and Management 6(2) (2018) 95--104 | DOI:10.5890/JEAM.2018.06.001

Khaldoon Ahmad Al Daoud$^{1}$; Dea'a Al-Deen Omar Al-Sraheen$^{2}$; Mahmoud Mohmad Aleqab$^{1}$

$^{1}$ Department of Accounting, Faculty of Economics and Administrative Sciences, Yarmouk University, Jordan

$^{2}$ Department of Accounting, Business Faculty, Zaytoonah University, Jordan

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Abstract

The purpose of this paper is to investigate the effects of CEO duality and family ownership concentration on the effectiveness of the board of directors in a sample of Jordanian services firms. This study used a sample of 67 services firms listed on the Amman Stock Exchange (ASE) over the four years from 2013 to 2016 (N = 268 firms). A composite proxy for board effectiveness ranging from 0 to 3 using board size, board independence and the frequency of board meeting was utilized. The results indicate that the combined role of CEO and the chairman of the board and a high level of family ownership concentration weakens board effectiveness, which, in turn, hinders the monitoring function of corporate boards. This study contributes to the current literature related to the corporate governance structure in emerging capital markets like Jordan in proposing a model that may ensure the effective monitoring function of corporate boards.

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