How CEO social capital drives corporate social performance: The roles of stakeholders, and CEO tenure

2020 ◽  
Author(s):  
Mai Dong Tran ◽  
Samuel Adomako
Keyword(s):  
Social Capital ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Ceo Tenure ◽  
Corporate Social

scholarly journals CEO Tenure, Corporate Social Performance, and Corporate Governance: A Korean Study

2019 ◽  
Vol 12 (1) ◽  
pp. 99
Author(s):  
Jun Hyeok Choi ◽  
Saerona Kim ◽  
Ayoung Lee
Keyword(s):  
Corporate Governance ◽  
Good Governance ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Chief Executive ◽  
Ordinary Least Squares ◽  
Board Independence ◽  
Board Diversity ◽  
Ceo Tenure ◽  
Corporate Social

The purpose of this study was to examine the association between Chief Executive Officer (CEO) tenure and corporate social performance with the moderating effect of governance. We investigated whether new CEOs and CEOs in their last year of service were more focused on short-termism than CEOs of other periods. Specifically, we tested whether these CEOs reduced social performance that demands immediate expenditure and expect payoffs in the long run. We also tested whether good governance can mitigate such behaviors, because not all CEOs of the same tenure will act the same, depending on the monitoring environments surrounding them. We employed ordinary least squares (OLS) method and the moderator models using data from the Korean listed companies from 2012 to 2016. Test results showed that only the CEOs of their last year reduced social performance. However, when we considered corporate governance, we found that both groups of CEOs reduced social performance, and that good governance mitigated the adverse effects of the two periods on Corporate Social Responsibility (CSR). Specifically, we tested board independence, board frequency, CEO duality, and board diversity, and found that, for all but board independence, the negative effects of the two periods on social performance were decreased.

scholarly journals Does Board Supervisory Quality Enhance Corporate Social Performance?-Evidence from Taiwanese Listed Firms

2017 ◽  
Vol 9 (1) ◽  
pp. 68
Author(s):  
Yaying Mary Chou Yeh ◽  
Wen-Chi Hsieh
Keyword(s):  
Social Capital ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Attendance Rate ◽  
Board Meeting ◽  
Public Firms ◽  
Listed Firms ◽  
Social Agenda ◽  
Corporate Social ◽  
Board Social Capital

This study uses Taiwanese public firms as a sample to examine if board supervisory quality enhances CSP. The present study uses four proxies for supervisory quality of board at group level: board meeting attendance rate, number of board meetings, social capital of the board and average training hours of directors. We obtain 348 CSR data from an international CSR rating agent and match them with double size non-CSR firms. We find that CSR firms exhibit significantly higher board attendance rate, board meeting frequency and board social capital than non-CSR firms. For CSR firms, board attendance rate and board meeting frequency positively impact CSR ratings, implying that board diligence is essential to monitoring management to achieve higher social objectives. However, board social capital and training significantly but negatively impact CSP, implying busy board and inexperienced board detriments CSP.Board success in CSR means directors must be passionate about the issues on CSR. Additionally, firms that are behind social agenda need to recruit resourceful directors to diversify information base for advises about stakeholder issues and trends. Firms that have taken steps in CSR activities should not recruit overly busy directors or inexperienced directors. Our paper provides both theoretical and practical implications.

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muzhar Javed ◽  
Muhammad Waheed Akhtar ◽  
Khalid Hussain ◽  
Muhammad Junaid ◽  
Fauzia Syed
Keyword(s):  
Social Capital ◽  
Research Design ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Responsible Leadership ◽  
Content Type ◽  
Multi Level ◽  
Corporate Social ◽  
The Relationship

PurposeDrawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.Design/methodology/approachThe authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.FindingsThe authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.Originality/valueFirst, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory.

Unlocking corporate social responsibility

2017 ◽  
Vol 22 (2) ◽  
pp. 192-208 ◽  
Author(s):  
Robert L. Heath ◽  
Damion Waymer
Keyword(s):  
Social Capital ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Strategic Management ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Content Type ◽  
Organizational Policies ◽  
Communication Approach ◽  
Corporate Social

Purpose The purpose of this paper is to explore the proposition that organizational policies and actions gain more legitimacy when they proactively improve (rather than reactively defend) their corporate social responsibility (CSR) standing by meeting challenges discursively mounted by competitors, watchdog activists, and governmental officials. Design/methodology/approach The paper reviews literature, including social capital, to consider CSR as both a reactionary and proactionary construct that guides how organizations defend and publicize their corporate social performance (CSP). The paper examines four premises relevant to the discursive (contentious and collaborative) approach to formulating and implementing CSR norms. The case of fracking (hydraulic fracturing) in the USA provides text for exploring these premises, especially the advantages of a proactionary strategy. Findings This paper concludes that CSR expectations of industry performance rest on threshold legitimacy standards that not only withstand but also are improved by discursive challenge. Research limitations/implications The case study offers limited support for the findings; more cases need to be examined to determine whether the findings are robust. Practical implications This paper, based on theory and research, proposes a strategic management and communication approach to social responsibility based on proaction. Social implications CSR communication is most constructive to a fully functioning social that generates social capital by proactive engagement rather than reactive challenges of stakeholder CSR expectations. Originality/value Discussion of CSR and CSP as employing profit for the good of society, based on discussions of legitimacy and social capital, strengthens CSR as strategic management and communication options. Such research clarifies how evaluative expectations of CSR are a legitimacy threshold as well as basis for reputational enhancement.

Corporate Social Performance and Investment Decision

2017 ◽  
Vol 18 (1) ◽  
pp. 9-44
Author(s):  
Doocheol Moon ◽  
Seungwha Chung ◽  
Hyunjung Choi
Keyword(s):  
Corporate Social Performance ◽  
Social Performance ◽  
Investment Decision ◽  
Corporate Social

A Special-Purpose Taxonomy of Corporate Social Performance Concepts

2001 ◽  
Vol 1 (1) ◽  
pp. 42-72 ◽  
Author(s):  
Brett A. Stone
Keyword(s):  
Mutual Fund ◽  
Corporate Social Performance ◽  
Social Issues ◽  
Social Performance ◽  
Socially Responsible ◽  
Fund Managers ◽  
Responsible Investing ◽  
Research Areas ◽  
Socially Responsible Mutual Funds ◽  
Corporate Social

The first iteration of a nonstatic special-purpose taxonomy of corporate social performance concepts is developed from a mailed, self-administered survey completed by managers of U.S. socially responsible mutual funds. The study combines the traditionally disparate research areas of Corporate Social Performance and Socially Responsible Investing. As a partial update of Rockness and Williams (1988), a descriptive account is presented of what mutual fund managers regard as the social issues that constitute corporate social performance. The resulting taxonomy represents an empirically derived framework useful in considering social accounting in general and accounting standard setting in particular.

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