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CEO power and corporate social responsibility

CEO power and corporate social responsibility The purpose of this paper is to examine the impact of chief executive officer (CEO) power on corporate social responsibility (CSR) performance.Design/methodology/approachThe authors use regression analysis to investigate the research question.FindingsUsing a 23-year panel sample with 1,574 unique US firms and 8,575 firm-year observations, the authors find a significant and negative relation between CEO power and CSR, suggesting that firms with more powerful CEOs engage in less CSR activities.Originality/valueThe results reveal that more powerful CEOs become less responsive to the needs of stakeholder groups, confirming the validity of the stakeholder theory of CSR. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png American Journal of Business Emerald Publishing

CEO power and corporate social responsibility

American Journal of Business , Volume 34 (2): 23 – Jul 5, 2019

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References (71)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1935-5181
DOI
10.1108/ajb-10-2018-0058
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine the impact of chief executive officer (CEO) power on corporate social responsibility (CSR) performance.Design/methodology/approachThe authors use regression analysis to investigate the research question.FindingsUsing a 23-year panel sample with 1,574 unique US firms and 8,575 firm-year observations, the authors find a significant and negative relation between CEO power and CSR, suggesting that firms with more powerful CEOs engage in less CSR activities.Originality/valueThe results reveal that more powerful CEOs become less responsive to the needs of stakeholder groups, confirming the validity of the stakeholder theory of CSR.

Journal

American Journal of BusinessEmerald Publishing

Published: Jul 5, 2019

Keywords: Corporate social responsibility; Stakeholder theory; CEO power; Managerial ability; G30; M14

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