TABLE 1.

Some critical studies on the chief executive officer (CEO) duality, firm size, corporate social responsibility (CSR), and firm performance.

Authors	Dependent/independent (Variables)	Country	Relationships	Method
Tang (2017)	Total shareholder return and CEO duality	Canada	Negative relationship	GEE
Duru et al. (2016)	Performance variables (ROA, ROE, ROS) and CEO duality	United States	Negative relationship	System GMM
(Akram et al., 2020)	CSR and firm growth	Pakistan	Positive relationship	2SLS and GMM
(Naseem et al., 2020)	Tobin’s Q and ROA	Pakistan	Negative	Fixed effects Model
(Yang and Zhao, 2014)	Tobin’s Q, ROA, and ROE with CEO duality	United States	Positive relationship	Baseline model
(Pham et al., 2015)	Performance variables (ROA, ROE, and Tobin’s Q) with CEO duality	Vietnam	Positive relationship	Two-stage least squares
(Guillet et al., 2013)	Performance variables (ROA and Tobin’s Q) with CEO duality	United States	Positive relationship	Two-way random-effects
(Iyengar and Zampelli, 2009)	Performance variables (ROA, MARKET, and Tobin’s Q) with CEO duality	United States	No significant relationship	Two-step treatment effects
Cornett et al. (2008)	ROA and CEO duality	United States	Negative and positive relations	Panel data regression analysis
(Elsayed, 2007)	Performance variables (ROA and Tobin’s Q) with CEO duality	Egypt	No significant relationship	LAV regression
(Al Farooque et al., 2007)	The market value of a firm with CEO duality	Bangladesh	No relationship	OLS and 2OLS

Table 1 summarizes useful studies related to this proposed framework.