scholarly journals The differential effects of CEO narcissism and hubris on corporate social responsibility

2018 ◽  
Vol 39 (5) ◽  
pp. 1370-1387 ◽  
Author(s):  
Yi Tang ◽  
Daniel Z. Mack ◽  
Guoli Chen
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Differential Effects ◽  
Ceo Narcissism ◽  
Corporate Social

Are All Narcissistic CEOs Socially Responsible? An Empirical Investigation of an Inverted U-Shaped Relationship Between CEO Narcissism and Corporate Social Responsibility

2021 ◽  
pp. 105960112110406
Author(s):  
Marwan Al-Shammari ◽  
Abdul A. Rasheed ◽  
Soumendra N. Banerjee
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Linear Relationship ◽  
Empirical Investigation ◽  
Fortune 500 ◽  
Ceo Power ◽  
Socially Responsible ◽  
Ceo Narcissism ◽  
Corporate Social ◽  
The Relationship

We investigate the relationship between CEO narcissism and corporate social responsibility (CSR). We suggest an alternative to the current assumption of a linear relationship between CEO narcissism and CSR. Instead, we propose an inverted U relationship between the two. Although narcissistic CEOs may engage in CSR, we argue that highly narcissistic CEOs may be drawn to actions that would garner greater attention and they may be less inclined to engage in CSR. Based on a sample of Fortune 500 firms during the period 2006–2013, we find support for an inverted U relationship and support for our arguments that CEO power moderates the relationship between CEO narcissism and CSR.

The impact of corporate social responsibility on brand equity: consumer responses to two types of fit

2017 ◽  
Vol 26 (5) ◽  
pp. 435-446 ◽  
Author(s):  
Francisco Guzmán ◽  
Donna Davis
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Brand Equity ◽  
Equation Modeling ◽  
Brand Value ◽  
Content Type ◽  
Differential Effects ◽  
Social Cause ◽  
Corporate Social ◽  
The Impact

Purpose A significant stream of research investigates the influence of corporate social responsibility (CSR) initiatives on firm performance and consumer response to CSR programs. However, how CSR initiatives help build brand equity remains relatively unexamined. This study aims to demonstrate how CSR influences brand equity in response to perceptions of two types of brand–cause fit. Design/methodology/approach The authors analyze two types of fit between a brand and a social cause (disaster relief): brand value–cause fit and brand function–cause fit. Structural equation modeling is used to estimate the fit of the data with the proposed model. Findings Survey evidence from 370 millennial undergraduate students in the USA suggests that the two types of brand–cause fit have differential effects on attitude toward the brand and ad, which in turn influence brand equity. Research implications/limitations The research operationalizes brand–cause fit as a construct with two components: brand value–cause fit and brand function–cause fit. It tests these two types of fit and finds evidence for differential effects on consumer attitudes. Practical implications The findings offer practical considerations for managers about the importance of considering two types of brand–cause fit in selecting social causes and crafting effective corporate communications about the firm’s CSR initiatives. Originality/value Results suggest that it is possible for firms to craft desirable win–win–win strategies that build brand equity by investing in a strategic approach to CSR initiatives.

Do CEO overconfidence and narcissism affect corporate social responsibility in the UK listed companies? The moderating role of corporate governance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Asma Bouzouitina ◽  
Mouakhar Khaireddine ◽  
Anis Jarboui
Keyword(s):  
Corporate Governance ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Boards Of Directors ◽  
Least Squares Method ◽  
Content Type ◽  
Upper Echelons Theory ◽  
Ceo Narcissism ◽  
The Uk ◽  
Corporate Social

Purpose This paper aims to examine the effect of two CEO characteristics, namely, narcissism and overconfidence on corporate social responsibility (CSR) and the moderating effect of corporate governance (CG) mechanisms in the UK. Design/methodology/approach Using a sample of 2,360 UK firms listed on the FTSE 400 index for the years 2010–2017, the feasible generalized least squares method was applied to test the hypotheses developed. Findings The finding argues that CEO narcissism and overconfidence positively affect CSR. In addition, this paper found that CG effectiveness moderates the CEO’s CSR behavior. Research limitations/implications This research is subjected to two limitations. First, this study used different measures to proxy for CEO narcissism and overconfidence. However, other measures are not included owing to the difficulty to collect data regarding these measures. Second, this study includes only CSR performance instead of all other dimensions and categories of CSR. These limitations do not change the conclusions of this research, and they may provide guidance for further investigations. Practical implications Given that the CEOs psychological and behavioral features are critical in understanding CSR, shareholders and boards of directors should incorporate the behavioral aspects of narcissistic and overconfident CEOs in the design of CSR strategy. Originality/value This study emphasizes the importance of top executives’ psychological characteristics for CSR, which is a key application and complements the “upper echelons theory” and fills the research gap in the literature. This is one of the few studies that investigate the interaction between CG, CEO profile and CSR.

The Influence of CEO Narcissism on Corporate Social Responsibility Disclosure

2019 ◽  
Vol 23 (2) ◽  
pp. 253
Author(s):  
Kadek Ernawan, Debby Ratna Daniel
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Quantitative Methods ◽  
Stock Exchange ◽  
Top Management ◽  
Upper Echelon ◽  
Positive Effects ◽  
Corporate Social Responsibility Disclosure ◽  
Ceo Narcissism ◽  
Corporate Social

This study examined the influence of CEO narcissism on the corporate social responsibility disclosure. The research sample used in the study is mining companies listed on the Indonesia Stock Exchange for the 2015-2018 periods, with a total of 30 companies. Quantitative methods with multiple linear regression data analysis techniques were used in this study. The results of this study supported the research hypothesis that CEO narcissism has positive effects on the corporate social responsibility disclosure. CEO's tenure at the company, CEO ownership of company shares, debt to asset ratio and company size also affect the corporate social responsibility disclosure. The results of the study are consistent with the upper echelon theory that the organization is a reflection of its top management and the characteristics of top management influence the results of the organization. The results of this study contribute to the upper echelon research and corporate social responsibility disclosure.

scholarly journals Corporate Social Responsibility and Firms’ Financial Performance: A New Insight

2020 ◽  
Vol 12 (10) ◽  
pp. 4211 ◽  
Author(s):  
Faisal Mahmood ◽  
Faisal Qadeer ◽  
Usman Sattar ◽  
Antonio Ariza-Montes ◽  
Maria Saleem ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Boundary Conditions ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Annual Reports ◽  
Primary Data ◽  
Family Ownership ◽  
Ceo Narcissism ◽  
Corporate Social

A vast stream of literature has investigated the effect of corporate social responsibility (CSR) on firms’ financial performance (FFP). However, this effect has remained unclear and undecided. For instance, numerous studies have examined the direct impact of firms’ CSR initiatives on FFP, as well as examining various mechanisms to explain this relationship, but found inconsistent results. The indecisive results indicate that researchers lack consensus to define a mechanism to understand how and under what conditions CSR can affect FFP. Thus, this research aims to investigate how firms’ CSR perception and disclosure derive accounting- (return on equity: ROE, earnings per share: EPS), market- (Tobin Q) and perception-based firms’ financial performance through the mediation of competitive advantage and boundary conditions of family ownership and CEO narcissism. This research underpins the theoretical lens of the resource-based view to derive hypotheses. The research design employed in this study is quantitative, and the approach to theory development is deductive. Multi-method and multi-source data with temporal breaks are collected from 60 manufacturing firms listed on the Pakistan Stock Exchange (PSE). Primary data are collected from the top and middle managers, while secondary data are collected from the annual reports published by these firms. This research found that competitive advantage significantly mediated the indirect impact of perceived CSR and disclosure on FFP. Further, this relationship is strengthened by the contingencies of family ownership and CEO narcissism. Our results will assist the management of the firms to understand the implications of CSR perceptions and disclosure to derive a competitive advantage that ultimately translates into the firms’ financial performance. Further, this research also revealed that managers should concentrate on the boundary conditions of family ownership and CEO narcissism as well. In particular, this research contributes to understand why CSR is viewed to have a strategic importance for the firms and how a resource-based perspective might be utilized in such endeavors.

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