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Previous studies that dealt with corporate governance mechanisms have testified high significant that created some new direction. The current study aims to be engaged in such trends through investigating the relationship between ownership structure as one of the corporate governance mechanisms and performance of the firm with the presence of moderating variable which is CEO duality in developing countries such as Jordan. This study used the panel data method to analyze data for a sample of 180 companies listed on the Amman Stock Exchange (ASE) for the period from 2009 to 2017. Three variables of ownership structure are employed, which are: managerial ownership, government ownership, and family ownership, and moderating variable is CEO duality. The current study used Tobin’s Q to estimate the performance of the firm. The findings show that the ownership structure mechanisms have a significant influence on firm performance measured by (TQ). Where managerial ownership and family ownership shows a significant negative relationship with (TQ). While government ownership shows a significant positive relationship with (TQ). On other hands, moderating effect of CEO duality has a significant positive on the relation between family ownership with (TQ), and has a significant negative on the relationship between managerial ownership and government ownership with (TQ). The findings of this study confirm empirical research continuing to find a new performance measurement to gain a real form of firm performance. Therefore, the evidence of this study provides empirical evidence to stakeholders, managers and interested parties to support them for its decision.
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In-Text Citation: (Dakhlallh, Rashid, Abdullah, & Dakhlallh, 2019)
To Cite this Article: Dakhlallh, M. M., Rashid, N. M. N. M., Abdullah, W. A. W., & Dakhlallh, A. M. (2019). The Moderating Effect of the CEO Duality towards the Influence of the Ownership Structure on the Firm Performance among Jordanian Public Shareholders Companies. International Journal of Academic Research in Progressive Education and Development, 8(3), 32–49.
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