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There is minimal study on how the familial connection between the CEO and Chairman of the Board impacts the performance of a company, although we find a wealth of research on the correlation between CEO duality and company success in the literature (i.e., the CEO serves as both Chairman of the Board and CEO).We refer to this relationship as a quasi-CEO-Chairman duality and examine its influence on company performance within the larger context of a developing economy, Bangladesh.Furthermore, as we take Bangladesh's context into consideration, there hasn't been any past research on this topic.Though a significant regulative action has been taken with regards to CEO duality in the 2012 revision of Bangladesh Securities and Exchange Commission (BSEC)'s Corporate Governance Index, no policy or other regulatory measures have been taken to address such familial version of CEO duality.
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Mazumder et al. (2024) studied this question.
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