Does CEO power moderate the relationship between board leadership and strategy involvement in private firms? Evidence from Kenya

Please use this identifier to cite or link to this item: http://ir.mu.ac.ke:8080/jspui/handle/123456789/2155

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DC Field	Value	Language
dc.contributor.author	Tuwey Joel Kiplagat	-
dc.contributor.author	Tarus Daniel Kipkirong	-
dc.date.accessioned	2018-11-05T10:04:09Z	-
dc.date.available	2018-11-05T10:04:09Z	-
dc.date.issued	2016-06	-
dc.identifier.uri	http://dx.doi.org/10.1108/CG-01-2016-0010	-
dc.identifier.uri	http://ir.mu.ac.ke:8080/xmlui/handle/123456789/2155	-
dc.language.iso	en	en_US
dc.publisher	Emerald Group Publishing Limited	en_US
dc.subject	Private firms	en_US
dc.subject	Board leadership	en_US
dc.subject	Board strategic involvement	en_US
dc.subject	CEO power	en_US
dc.title	Does CEO power moderate the relationship between board leadership and strategy involvement in private firms? Evidence from Kenya	en_US
dc.type	Article	en_US
Appears in Collections:	School of Business and Economics

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