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  1. Corporate Humanistic Responsibility: Social Performance Through Managerial Discretion of the HRM.Stéphanie Arnaud & David M. Wasieleski - 2014 - Journal of Business Ethics 120 (3):313-334.
    The Corporate Social Performance (CSP) model (Wood, Acad Manag Rev 164:691–718, 1991) assesses a firm’s social responsibility at three levels of analysis—institutional, organizational and individual—and measures the resulting social outcomes. In this paper, we focus on the individual level of CSP, manifested in the managerial discretion of a firm’s principles, processes, and policies regarding social responsibilities. Specifically, we address the human resources management of employees as a way of promoting CSR values and producing socially minded outcomes. We show that applying (...)
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  • Are Employees Safer When the CEO Looks Greedy?Don O’Sullivan, Leon Zolotoy, Madhu Veeraraghavan & Jennifer R. Overbeck - forthcoming - Journal of Business Ethics:1-19.
    In this study, we explore the relationship between perceived CEO greed and workplace safety. Drawing on insights from the social psychology literature, we theorize that CEOs are cognizant that their perceived greed has implications for how observers respond to failures in workplace safety. Our theorizing points to a somewhat counterintuitive positive relationship between perceived CEO greed and workplace safety. Consistent with our theorizing, we find that the relationship is attenuated when the CEO is insulated from how observers respond to firm (...)
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  • The Mechanisms of Chief Executive Officer Characteristics and Corporate Social Responsibility Reporting: Evidence From Chinese-Listed Firms.Xingxin Zhao, Min Wang, Xinrui Zhan & Yunqing Liu - 2022 - Frontiers in Psychology 13.
    Corporate social responsibility strategy hinges largely on the CEO characteristics in the context of an emerging market. Based on a sample of 16,144 firm-year observations obtained from 1,370 unique Chinese-listed firms, which whether voluntarily issue CSR reports over the period 2008–2019, this paper empirically examined the impact of CEO characteristics on the likelihood of issuing CSR reports. We find that CEO age, MBA education, international experience and political ideology consciousness are positively associated with the possibility of issuing CSR reports, while (...)
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  • The Glass Pyramid: Informal Gender Status Hierarchy on Boards.Lívia Markóczy, Sunny Li Sun & Jigao Zhu - 2019 - Journal of Business Ethics 168 (4):827-845.
    Drawing on the status characteristic theory, we investigate the effect of gender on board directors’ status ranking and find that all else being equal, female directors’ status ranking is 81.48% of one position lower than that of male directors, a discrepancy that is attributable to gender. We theorize on the mechanism that determines the ways in which the status value of gender on a board affects board interactions, and we predict how this mechanism influences firm outcomes, including excessive managerial spending, (...)
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  • Business Strategy and Corporate Social Responsibility.Yuan Yuan, Louise Yi Lu, Gaoliang Tian & Yangxin Yu - 2020 - Journal of Business Ethics 162 (2):359-377.
    This study examines the relation between a firm’s business strategy and its corporate social responsibility performance. Using a comprehensive measure of business strategy based on the Miles and Snow theoretical framework, we find that firms following an innovation-oriented strategy are associated with better CSR performance than those following an efficiency-oriented strategy. Specifically, compared with defenders, prospectors engage in more socially responsible activities, fewer socially irresponsible activities, and perform better in both stakeholder- and third-party-related CSR areas. Taken together, our results suggest (...)
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  • Corporate Social Performance: A Review of Empirical Research Examining the Corporation–Society Relationship Using Kinder, Lydenberg, Domini Social Ratings Data. [REVIEW]James E. Mattingly - 2017 - Business and Society 56 (6):796-839.
    This article reviews empirical research of corporate social performance using Kinder, Lydenberg, Domini social ratings data through 2011. The review synthesizes 100 empirical studies, noting consistencies and inconsistencies among studies examining similar constructs. Notable consistencies were that, although accounting measures of financial performance were a positive outcome of CSP, the same was not often true of stock returns. Also, demographics of top management teams increased CSP strengths, but did not reduce concerns, whereas organizational decentralization reduced CSP concerns. Notable inconsistencies were (...)
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  • Corporate Social Performance and Economic Cycles.Jeffrey S. Harrison & Shawn L. Berman - 2016 - Journal of Business Ethics 138 (2):279-294.
    Do firms respond to changes in economic growth by altering their corporate social responsibility programs? If they do respond, are their responses simply neglect of areas associated with corporate social performance or do they also cut back on positive programs such as profit sharing, public/private housing programs, or charitable contributions? In this paper, we argue that because CSP-related actions and programs tend to be discretionary, they are likely to receive less attention during tough economic times, a result of cost-cutting efforts. (...)
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  • The Influence of Presence and Position of Women on the Boards of Directors: The Case of NHS Foundation Trusts.Javier Garcia-Lacalle & Sheila Ellwood - 2015 - Journal of Business Ethics 130 (1):69-84.
    This study examines the influence of women on the boards of directors of National Health Service Foundation Trusts in England. FTs provide a public service where social performance is the primary objective, although financial constraints must be met. Female presence is higher for executive directors than non-executives, reflecting the high number of women employed in the sector. We find that a high female presence among executive and non-executive directorships does not result in significant differences either in financial return or service (...)
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  • Shared Capitalism and Corporate Sustainability: Broad-Based Employee Share Ownership, CEO Ownership, and Corporate Environmental Performance.Jegoo Lee, Douglas L. Kruse & Joseph R. Blasi - 2025 - Business and Society 64 (1):163-208.
    This research proposes that broad-based employee share ownership (ESO) affects corporate environmental performance (CEP). Drawing upon corporate governance literature, social exchange theory, and stakeholder utility theory, we propose that employees as owners adopt more favorable attitudes toward beneficial outcomes for CEP, and that the broad-based impact of ESO overwhelms the impact of CEO ownership. Also, we propose that these relationships are contingent upon trade union presence as a form of worker voice that amplifies the ESO influence on CEP. The empirical (...)
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  • CEO Tenure, CEO Compensation, Corporate Social and Environmental Performance in China: The Moderating Role of Coastal and Non-coastal Areas.Talat Mehmood Khan, Gang Bai, Zeeshan Fareed, Shakir Quresh, Zameer Khalid & Waheed Ahmed Khan - 2021 - Frontiers in Psychology 11:574062.
    This study uncovers a new finding on the impact of CEO tenure on corporate social and environmental performance (CS&EP) in coastal and non-coastal areas of China using fixed-effect panel data regression models. The Two-Stage Least Squares instrumental panel regression is used to validate the veracity of the empirical results. To this end, we extract data from all non-financial Chinese listed firms for the period of 2009 to 2015. By applying the multivariant framework, the findings of the study exhibit a negative (...)
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  • The influence of CEO characteristics on corporate environmental performance of SMEs: Evidence from Vietnamese SMEs.Nhat Minh Tran & Bich-Ngoc Thi Pham - 2020 - Management Science Letters 10 (8):1-12.
    Drawing on upper echelon theory, this study investigates the impact of CEOs’ (chief executive officers) demographic characteristics on corporate environmental performance (CEP) in small and medium-sized enterprises (SMEs). We hypothesized that CEO characteristics, including gender, age, basic educational level, professional educational level, political connection, and ethnicity, affect SMEs’ environmental performance. Using the cross-sectional data analysis of 810 Vietnamese SMEs, this study provides evidence that female CEOs and CEOs’ educational level (both basic and professional) are positively related to the probability of (...)
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  • The Heterogeneity of Board-Level Sustainability Committees and Corporate Social Performance.Udi Hoitash, Rani Hoitash & Jenna J. Burke - 2019 - Journal of Business Ethics 154 (4):1161-1186.
    This paper explores an increasingly prevalent element of board-level commitment to sustainability. We propose a theoretical framework under which the existence and associated actions of board-level sustainability committees are motivated by shared value creation, where the interests of a diverse group of stakeholders are satisfied and sufficient profit is achieved. Using hand-collected data, we find that sustainability committees are heterogeneous in focus and vary in their effectiveness. Specifically, we disaggregate the sustainability committee construct based on stakeholder group focus and find (...)
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  • The Role of CEO’s Personal Incentives in Driving Corporate Social Responsibility.Michele Fabrizi, Christine Mallin & Giovanna Michelon - 2014 - Journal of Business Ethics 124 (2):311-326.
    In this study, we explore the role of Chief Executive Officers’ incentives, split between monetary and non-monetary, in relation to corporate social responsibility. We base our analysis on a sample of 597 US firms over the period 2005–2009. We find that both monetary and non-monetary incentives have an effect on CSR decisions. Specifically, monetary incentives designed to align the CEO’s and shareholders’ interests have a negative effect on CSR and non-monetary incentives have a positive effect on CSR. The study has (...)
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  • Implications of Overwhelmed Leadership: How Executive Job Demands Hinder Corporate Sustainability Performance.Manish Popli & Mehul Raithatha - 2023 - Business and Society 62 (5):1031-1068.
    As implied by executive job demands theory, intensified job demands of a firm’s top executives limit their cognitive capacity and centralize the locus of decision-making, which may undermine corporate sustainability performance. The current study tests this effect, along with the impact of two contextual factors, to reveal that the negative influence of executive job demands is weaker if firms feature greater functional diversity and average tenure in their top management teams. In an extension of upper echelon theory, this study also (...)
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  • CEO Ability and Corporate Social Responsibility.Yuan Yuan, Gaoliang Tian, Louise Yi Lu & Yangxin Yu - 2019 - Journal of Business Ethics 157 (2):391-411.
    This study examines the impact of chief executive officer ability on firms’ corporate social responsibility performance. We find that firms’ CSR performance increases with CEO ability. Specifically, firms with more able CEOs are associated with more socially responsible activities and fewer socially irresponsible activities, and are associated with more stakeholder CSR rather than third-party CSR. We further find that the positive relation between CEO ability and CSR is weakened for CEO who is also the chair of the board and for (...)
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  • The Dismissal of New Female CEOs: A Role Congruity Perspective.Yusi Jiang, Wan Cheng & Xuemei Xie - 2024 - Journal of Business Ethics 194 (2):387-432.
    Gender role congruity theory emphasizes the ubiquity of male-typed leadership schemas as barriers to female leaders’ career development (i.e., descriptive stereotypes); however, the expectation of female leaders’ fulfilling their gender role (i.e., prescriptive stereotypes) has received limited attention. Extending this line of research, we propose the concept of female-typed leadership schemas and suggest that the (mis)match between female CEOs’ gender-stereotyped behavioral differences (agentic vs. communal) and female-typed leadership stereotypes helps explain the prescriptive gender stereotypes that women face in the CEO (...)
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  • Leaning in: A Historical Perspective on Influencing Women’s Leadership.Simone T. A. Phipps & Leon C. Prieto - 2020 - Journal of Business Ethics 173 (2):245-259.
    The term “lean in” was popularized by Sheryl Sandberg, Facebook COO, via her #1 Best Seller encouraging women to defy their fears and dare to be leaders in their fields. She received criticism because although admitting to external barriers contributing to the gender gap in leadership, the scope of her book focused on the internal shortcomings of women. She asserted that women are hindered by barriers that exist within themselves, and provided practical tips, backed by research, to equip women with (...)
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  • Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market.Nooraisah Katmon, Zam Zuriyati Mohamad, Norlia Mat Norwani & Omar Al Farooque - 2019 - Journal of Business Ethics 157 (2):447-481.
    This study empirically examines the relationship between wide-ranging board diversity and the quality of corporate social responsibility disclosure variables in Malaysia. We extend prior literature covering broader dimensions of board diversity and their impact on CSR after controlling for board and audit committee characteristics. Using 200 listed firms in Bursa Malaysia during 2009–2013 and applying both OLS and 2SLS instrumental variables approaches, we document significant positive effect of board education level and board tenure diversity on the quality of CSR disclosure. (...)
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  • CEO Personal Hedging and Corporate Social Responsibility.Jongwon Park, Sunyoung Kim & Albert Tsang - 2022 - Journal of Business Ethics 182 (1):199-221.
    This study examines whether and how the presence of managerial hedging opportunities, which allows executives to reduce the sensitivity of their equity-based compensation to the firm’s stock price performance, affects firms’ corporate social responsibility (CSR) activities. We find a significant and negative relationship between the presence of managerial hedging opportunities and firms’ CSR performance. The effect of managerial hedging opportunities on CSR performance is more pronounced for CEOs with greater personal hedging needs. Additionally, the effect is weakened if firms limit (...)
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  • Does CEO–Audit Committee/Board Interlocking Matter for Corporate Social Responsibility?Sudipta Bose, Muhammad Jahangir Ali, Sarowar Hossain & Abul Shamsuddin - 2022 - Journal of Business Ethics 179 (3):819-847.
    This study examines the impact of the Chief Executive Officer ’s interlocking, created through serving on other companies’ audit committees and/or boards, on corporate social responsibility performance of the focal company and that of its linked companies. We find that CEO interlocking positively affects CSR performance of both the focal company and its linked companies. Further analysis shows that interlocks created by the CEO enhance CSR performance and in turn the financial performance of both the focal company and its linked (...)
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  • The Effect of CEOs’ Turnover on the Corporate Sustainability Performance of French Firms.Yohan Bernard, Laurence Godard & Mohamed Zouaoui - 2018 - Journal of Business Ethics 150 (4):1049-1069.
    This paper examines the relationship between turnover among chief executive officers and corporate sustainability performance by identifying the influence of two major types of succession to the top job and the reasons for change. Our model also integrates the firm’s past prioritization of CSP and the impact of a company’s participation in the Global Reporting Initiative. Upper echelons theory and agency theory frameworks are adopted to understand CSP. Using an analysis of panel data for 88 public companies across 13 years (...)
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  • The Power of One to Make a Difference: How Informal and Formal CEO Power Affect Environmental Sustainability.Judith L. Walls & Pascual Berrone - 2017 - Journal of Business Ethics 145 (2):293-308.
    We theoretically discuss and empirically show how CEO power based on environmental expertise and formal influence over executives and directors, in the absence and presence of shareholder activism, spurs firms toward greener strategies. Our results support the idea that CEOs with informal power, grounded in expertise, reduce corporate environmental impact and this relationship is amplified when the CEO also enjoys formal power over the board of directors. Additionally, we found that any source of CEO power, whether informal or formal, is (...)
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  • Corporate social responsibility, CEO characteristics, and earnings management: Evidence from China.Chayma Erraja, Qu Ying & Hassan Khalil - 2024 - Business and Society Review 129 (2):313-345.
    This study examines the relationship between corporate social responsibility (CSR), earnings management (EM), and the characteristics of chief executive officers (CEOs) within the context of China's economic transformation. Drawing on stakeholder theory and upper echelon theory, this study investigates the influence of CSR on EM and the role of CEO characteristics. The empirical analysis is based on a sample of 1,980 Chinese firm-year observations from the Shenzhen and Shanghai stock markets, between 2013 and 2017. The findings reveal a negative relationship (...)
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  • A Time and Place for Sustainability: A Spatiotemporal Perspective on Organizational Sustainability Frame Development.Guido Palazzo, Natalie Slawinski & Daina Mazutis - 2021 - Business and Society 60 (7):1849-1890.
    In this article, we explore how sense of time and sense of place shape the development of organizational sustainability frames (OSFs). Time and place are fundamental cultural assumptions that influence the way organizations form these frames. Given that globalization and digitalization have fundamentally altered how organizations experience and value time and place, we develop a typology of OSF development and theorize how an organization’s sense of time and sense of place interact to shape the content and structure of OSFs. In (...)
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  • The Chief Political Officer: CEO Characteristics and Firm Investment in Corporate Political Activity.Andrew F. Johnson & Bruce C. Rudy - 2019 - Business and Society 58 (3):612-643.
    Research on corporate political activity has considered a number of antecedents to a firm’s engagement in politics. The majority of this research has focused on either industry or firm-level motivations that lead to corporate political activity, leaving the role of the firm’s leader noticeably absent in such scholarship. This article combines ideas from Upper Echelons Theory with research in corporate political activity to bridge this important gap. More specifically, this research utilizes CEO demographic characteristics to determine whether a firm will (...)
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  • Inter-Firm Executive Mobility and Corporate Social Responsibility: Evidence From China.Jun Wang & Jieling Cao - 2022 - Frontiers in Psychology 13.
    The executives of listed firms play an important role in the fulfillment of corporate social responsibility. Based on behavioral consistency theory, this study examines the association of CSR performance among multiple firms for the same executive served at different times. By tracking the movement of executives across Chinese listed firms over the period 2010–2019, we find that there is a significantly positive association between the predecessor and the successor firm’s CSR performance for the same executive, implying that an individual’s value (...)
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  • Star CEOs and ESG performance in China: An integrated view of role identity and role constraints logics.Mengyao Li, Min Huang, Dong Wang & Xiaobo Li - 2023 - Business Ethics, the Environment and Responsibility 32 (4):1411-1428.
    This study seeks to shed light on the effect of star CEOs on the environmental, social, and governance (ESG) performance of Chinese firms. Relying on the theoretical perspective of role identity and role constraints, we analyze data from 1222 Chinese firms listed on the Shanghai and Shenzhen Stock Exchanges from 2006 to 2019. The results analyzed using the ordinary least squares estimate method reveal a positive effect of star CEOs' extreme confidence and legitimacy pressure mechanisms on ESG performance. We also (...)
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  • Corporate Social Irresponsibility and Executive Succession: An Empirical Examination.Shih-Chi Chiu & Mark Sharfman - 2018 - Journal of Business Ethics 149 (3):707-723.
    This study contributes to the corporate social responsibility, stakeholder theory, and executive succession literature by examining the effect of corporate social irresponsibility on strategic leadership turnover. We theorize that firms’ CSiR increases the likelihood of executive turnover. We also investigate the nature of succession and successor origin following CSiR. We further examine how the CSiR–CEO succession relationship is moderated by firm visibility to stakeholders and industry dynamism. Our results, based on a dataset of 248 U.S. public firms between 2001 and (...)
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  • Echoes of CEO Entrepreneurial Orientation: How and When CEO Entrepreneurial Orientation Influences Dual CSR Activities.Zhe Zhang, Xin Wang & Ming Jia - 2020 - Journal of Business Ethics 169 (4):609-629.
    We explore the potential impact of CEO entrepreneurial orientation on firm choice of CSR activities. Integrating upper echelon theory and attention-based view of the firm, we find that CEO entrepreneurial orientation leads to more engagement in CSR innovation rather than corporate philanthropy. We find that the effect of CEO entrepreneurial orientation on firm choice of CSR activities varies under two situational contexts: state-owned enterprises and incoming/departing CEO. The hypotheses are tested using two different studies. Study 1 uses a cross-sectional survey (...)
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  • How does Sustainability Leadership Affect Firm Performance? The Choices Associated with Appointing a Chief Officer of Corporate Social Responsibility.Frank Wiengarten, Chris K. Y. Lo & Jessie Y. K. Lam - 2017 - Journal of Business Ethics 140 (3):477-493.
    Recent years have seen a significant increase in stakeholder pressure on firms to be not only economically sustainable but also from an environmental and social perspective. Besides operational changes in practices and products companies have reacted toward this increased pressure from a strategic perspective through structural changes of their top management team. A recent addition to the TMT has been the appointment of the chief officer of corporate social responsibility. In this paper, we take a behavioral perspective and investigate how (...)
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  • CEOs’ Poverty Experience and Corporate Social Responsibility: Are CEOs Who Have Experienced Poverty More Generous?Shan Xu & Panyi Ma - 2022 - Journal of Business Ethics 180 (2):747-776.
    This study examines whether the chief executive officer’s poverty experience has an impact on firms’ corporate social responsibility. We find that firms’ CSR performance increases with CEOs’ poverty experience; specifically, firms with CEOs who experienced early-life poverty are associated with more socially responsible activities and fewer socially irresponsible activities, such as on-the-job consumption, and are more associated with key stakeholder-related rather than community-related CSR. We further find that the positive relationship between the CEO’s poverty experience and CSR strengthens for well-educated (...)
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  • Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach.Marko Reimer, Sebastiaan Van Doorn & Mariano L. M. Heyden - 2018 - Journal of Business Ethics 151 (4):977-995.
    In this study, we examine the influence of senior leadership on firms’ corporate social responsibility. We integrate upper echelons research that has investigated either the influence of the CEO or the top management team on CSR. We contend that functional experience complementarity between CEOs and TMTs in formulating and implementing CSR strategy may underlie differentiated strategies in CSR. We find that when CEOs who have predominant experience in output functions are complemented by TMTs with a lower proportion of members who (...)
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  • (1 other version)Managerial Efficiency, Corporate Social Performance, and Corporate Financial Performance.Seong Y. Cho & Cheol Lee - 2019 - Journal of Business Ethics 158 (2):467-486.
    Managers face an ethical dilemma in the allocation of scarce resources to corporate social responsibility because the underlying managerial incentives behind such CSR spending can range from pure altruism to complete financial orientation. Despite the importance of the managerial role in implementing CSR, prior studies generally have treated the role of managers as an exogenous factor. This study builds on recent studies on the managerial characteristics in studies on CSR by examining how managerial efficiency influences the outcomes of CSR. Using (...)
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  • Trees in the Forest: How Do Family Owners Make CSR Decisions in Business Groups?Won-Yong Oh, Hojae Ree, Young Kyun Chang & Igor Postuła - 2023 - Journal of Business Ethics 187 (4):759-780.
    Previous studies have been split over how to view family owners’ CSR engagement, arguing that they either engage in or disengage from CSR based on different motives (i.e., preserving socio-emotional wealth vs. seeking rent expropriation). Focusing on family owners in business groups, this study integrates these divergent views. We hypothesize that family owners would pursue both motives simultaneously by optimizing the level of CSR of each affiliated firm depending on their ownership level. Furthermore, we argue that this tendency is moderated (...)
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  • Doing Good Business by Hiring Directors with Foreign Experience.Jian Zhang, Dongmin Kong & Ji Wu - 2018 - Journal of Business Ethics 153 (3):859-876.
    Using a manually collected dataset on the overseas experiences of directors of Chinese listed firms, we examine the effects of returnee directors on firms’ corporate social responsibility engagement. Our results show that returnee directors significantly improve their firms’ CSR engagement. The positive relationship between the percentage of returnee directors and CSR engagement is more significant when a firm is in a competitive industry, when a firm has no government ownership, when a firm’s CEO is not politically connected, and when a (...)
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  • Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach.Mariano Heyden, Sebastiaan Doorn & Marko Reimer - 2018 - Journal of Business Ethics 151 (4):977-995.
    In this study, we examine the influence of senior leadership on firms’ corporate social responsibility. We integrate upper echelons research that has investigated either the influence of the CEO or the top management team on CSR. We contend that functional experience complementarity between CEOs and TMTs in formulating and implementing CSR strategy may underlie differentiated strategies in CSR. We find that when CEOs who have predominant experience in output functions are complemented by TMTs with a lower proportion of members who (...)
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  • Executive Migration Matters: The Transfer of CSR Profiles Across Organizations.Eonsoo Kim, Jon Jungbien Moon & Bongsun Kim - 2022 - Business and Society 61 (1):155-190.
    This study investigates whether and how the corporate social responsibility (CSR) profile of a company transfers to another company when an executive leaves a firm. We integrate upper echelon and institutional theories, and develop a novel measure of CSR profiles to explore this issue with a longitudinal data set of executive migrations over a 14-year period. We find that migrated executives assimilate elements of their old firms’ CSR profiles into their new firms (i.e., narrowing the distance between the two firms’ (...)
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  • Labour Practice, Decent Work and Human Rights Performance and Reporting: The Impact of Women Managers.Albertina Paula Monteiro, Isabel-María García-Sánchez & Beatriz Aibar-Guzmán - 2022 - Journal of Business Ethics 180 (2):523-542.
    This paper uses a sample of 1243 international firms for the period 2013–2017 to analyse the effect that a greater presence of women in management teams has on business behaviour in relation to labour and human rights, and the mediating role of improved performance in these rights on corporate transparency. The results show that gender diversity in management teams is positively associated with performance in relation to labour and human rights, and that such a performance acts as a mediating factor (...)
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  • A Socio-cognitive Model of Sustainability Performance: Linking CEO Career Experience, Social Ties, and Attention Breadth.Yoojung Ahn - 2020 - Journal of Business Ethics 175 (2):303-321.
    Achieving sustainability as a firm outcome is increasingly a concern for CEOs. Attention breadth (executive attention where attention is focused on a variety of areas simultaneously) is an important capability for CEOs to have in order to achieve sustainability performance at the firm level, as sustainability requires attending to multiple areas simultaneously including environmental, social, and governance dimensions as well as financial performance. To further explicate the development of attention breadth, I explore the two socio-cognitive antecedents of attention breadth—career experience (...)
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  • Media Depictions of CEO Ethics and Stakeholder Support of CSR Initiatives: The Mediating Roles of CSR Motive Attributions and Cynicism.Babatunde Ogunfowora, Madelynn Stackhouse & Won-Yong Oh - 2018 - Journal of Business Ethics 150 (2):525-540.
    Corporate social responsibility functions as a positive signal to stakeholders that a firm is a responsible corporate citizen. However, CSR is increasingly becoming an ambiguous signal of organizational goodwill because many companies engage in CSR purely out of self-interest, rather than genuine altruism. In this paper, we integrate attribution theory with signaling theory to explore how stakeholders react when they receive additional signals that contradict the company’s intended positive CSR signal. Specifically, we argue that morally questionable CEO ethics in the (...)
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  • When CEO Career Horizon Problems Matter for Corporate Social Responsibility: The Moderating Roles of Industry-Level Discretion and Blockholder Ownership.Won-Yong Oh, Young Kyun Chang & Zheng Cheng - 2016 - Journal of Business Ethics 133 (2):279-291.
    This paper examines the influence of CEO career horizon problems on corporate social responsibility. We assume that as CEOs are getting older, they tend to disengage in CSR due to their shorter career horizons. We further argue that high levels of industry-level discretion and blockholder ownership amplify the negative effects of CEO age on CSR. Using a panel sample of US-based firms over 2004–2009, we do not find the main effect of CEO age on CSR, but find support for the (...)
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  • Chief Executive Officer Tenacity and Employee Intrapreneurial Behavior: The Mediating Role of Corporate Social Responsibility.Zheng Huang - 2022 - Frontiers in Psychology 13.
    Chief executive officer tenacity plays an important role in corporate entrepreneurial activity. However, much less is known about its impact on employee intrapreneurship. Drawing from social information processing theory and upper echelons theory, this article examines the hitherto unexplored nexus between CEO tenacity and employee intrapreneurship, as well as the mediating role of corporate social responsibility. Quantitative data were collected through a survey administered to 294 employees working in different sectors that engage in CSR activities in China. Data analysis was (...)
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