Duality—concept, data and twin goals in Ghanaian firms

Abstract

Pragmatically, there has been a hot debate on the new wave of strategic governance in duality as a concept from Business perspective. Critics argue sharply and blamed Management inappropriately for utilising duality model to achieve corporate goals. Nevertheless, there is a school of thought that believes that duality model negatively or positively impacts the corporate performance, especially at the top level of management hierarchy. Few of the authors think it has no impact whether the duality model is adopted or not by top-level management. The purpose of this study examines the duality model as a concept and its dual goals from the Ghanaian context. Specifically, this study focuses on measurement of the impact of duality model behaviour of organisations in Ghanaian community. This study also aims to measure the application of the duality concept in relation to the three models: Technology acceptance model, agency theory institutional theory. This research uses primary data from 30 prominent organisations in Ghana, which have used the model in duality roles. Questionnaire was sent to top-level management in these organisations to collect primary data. Responses were categorised and analysis was performed on data that were collected to determine data reliability and usefulness. The result indicates that the duality model is perceived to be easy and less expensive to use and most of the managers in duality role perform better than individual managers in separate roles. Based on the research findings, managerial implications and directions for future research are discussed.

Keywords: Duality, qualitative, questionnaire, research, findings