CEO network centrality and corporate social responsibility
Purpose: This study aims to examine the impact of a chief executive officer (CEO) social network centrality on corporate social responsibility (CSR) performance. Design/methodology/approach: This study carries out a multivariate linear regression analysis on a panel data sample of 11,507 firm-year observations (representing 1,386 unique US firms) from 2004 to 2014. Findings: This paper finds a significant negative relation between CEO network centrality and irresponsible CSR performance (measured as CSR concerns). The findings suggest that better-connected CEOs can better mitigate CSR concerns or weaknesses, leading to improved overall CSR performance of a firm. Originality/value: This is the first study that directly examines the empirical link between CEO centrality and CSR performance.
Year of publication: |
2020
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Authors: | Bouchet, Adrien ; Song, Xuehu ; Sun, Li |
Published in: |
Social Responsibility Journal. - Emerald, ISSN 1747-1117, ZDB-ID 2424405-3. - Vol. 18.2020, 1 (30.12.), p. 106-127
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Publisher: |
Emerald |
Saved in:
Online Resource
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