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 |
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