Co-Creation Revolution : The Interplay of Innovation and Performance within the Co-Ceo System

Aiming at exploring the impact of the co-CEO system on corporate performance and further analyzing the mediating and moderating mechanisms thereof, this study performs an empirical analysis of the function of co-CEO system through construction of a theoretical model and the collection of data from the listed companies. The findings suggest that the co-CEO system can improve the innovation capability and resource utilization efficiency of an enterprise, and facilitate innovation collaboration among team members, thereby improving the innovation capability of an enterprise. It is also discovered in this study that exploratory innovation and exploitative innovation have a mediating effect in the co-CEO system and corporate performance. Furthermore, it is found that the equity structure and board structure have a moderating effect the co-CEO system and its impact on innovation. The findings indicate that the introduction of co-CEO system helps an enterprise gain competitive advantages and sustainable development in a highly competitive market environment. With an effort to maximize the efficiency of the co-CEO system, it has become crucial to optimize both the equity structure and board structure, which will create a favorable governance environment and ensure adequate resource support, thereby fostering a virtuous cycle of innovation and performance. The aforementioned findings hold significant implications for the practical and theoretical development of an enterprise. An enterprise may consider implementing a co-CEO system to enhance innovation and improve performance by means of diversified leadership models. The optimization of equity structure and board structure is also key in improving the efficiency of the co-CEO system, which is conducive to providing effective governance and resource support and fostering a virtuous cycle of innovation and performance