Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Does leadership gender diversity drive corporate social responsibility and organizational outcomes? The role of organization size

Does leadership gender diversity drive corporate social responsibility and organizational... Corporate scandals, environmental damages, and employment conditions have highlighted the importance of corporate social responsibility (CSR). However, little is known about (1) the simultaneous effects of board and top management team (TMT) gender diversity on CSR, (2) the mediating role of CSR between leadership (board/TM) gender diversity and organizational outcomes, and (3) the above-noted effects vary between large versus small organizations. Drawn from social role theory, we test our hypotheses using multisource time-lagged data from 248 organizations. The results indicate that both board and TMT gender diversity are positively associated with CSR. Moreover, CSR had a positive effect on both perceived organizational performance and employee productivity, with CSR also mediating the relationship between board gender diversity and perceived organizational performance. The findings also show the moderating effect of organization size on the CSR–organizational outcomes relationship. Our results refine (differential effects of gender diversity on CSR depending on the role), extend (some unprecedented effects were found for perceived organizational performance and employee productivity), and qualify (effects were significant for large organizations) social role theory. Our research addresses the above-noted knowledge gaps and informs the contextual leadership gender diversity practice for improved CSR and organizational outcomes.JEL Classification: M12, M14 http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Australian Journal of Management SAGE

Does leadership gender diversity drive corporate social responsibility and organizational outcomes? The role of organization size

Download PDF
21 pages

Loading next page...
 
/lp/sage/does-leadership-gender-diversity-drive-corporate-social-responsibility-MtwNjMBp3g
Publisher
SAGE
Copyright
© The Author(s) 2023
ISSN
0312-8962
eISSN
1327-2020
DOI
10.1177/03128962231160650
Publisher site
See Article on Publisher Site

Abstract

Corporate scandals, environmental damages, and employment conditions have highlighted the importance of corporate social responsibility (CSR). However, little is known about (1) the simultaneous effects of board and top management team (TMT) gender diversity on CSR, (2) the mediating role of CSR between leadership (board/TM) gender diversity and organizational outcomes, and (3) the above-noted effects vary between large versus small organizations. Drawn from social role theory, we test our hypotheses using multisource time-lagged data from 248 organizations. The results indicate that both board and TMT gender diversity are positively associated with CSR. Moreover, CSR had a positive effect on both perceived organizational performance and employee productivity, with CSR also mediating the relationship between board gender diversity and perceived organizational performance. The findings also show the moderating effect of organization size on the CSR–organizational outcomes relationship. Our results refine (differential effects of gender diversity on CSR depending on the role), extend (some unprecedented effects were found for perceived organizational performance and employee productivity), and qualify (effects were significant for large organizations) social role theory. Our research addresses the above-noted knowledge gaps and informs the contextual leadership gender diversity practice for improved CSR and organizational outcomes.JEL Classification: M12, M14

Journal

Australian Journal of Management – SAGE

Published: Jan 1, 2023

Keywords: Board; corporate social responsibility; employee productivity; gender diversity; perceived organizational performance; top management team

References

  • Women in the boardroom and their impact on governance and performance
    Adams, RB; Ferreira, D
  • Reconsidering the impact of gender stereotypes on the advancement of women in organizations
    Agars, MD
  • On corporate social responsibility, sensemaking, and the search for meaningfulness through work
    Aguinis, H; Glavas, A
  • The impact of perceived corporate social responsibility on employee engagement: The case of Qatar
    Al Amri, FH; Das, A; Ben-Ayed, O
  • Corporate social responsibility and employee performance: The mediating role of employee engagement in the manufacturing sector of Pakistan
    Ali, HY; Asrar-ul-Haq, M; Amin, S
  • Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management
    Ali, M; Konrad, AM
  • Trickle-down and bottom-up effects of women’s representation in the context of industry gender composition: A panel data investigation
    Ali, M; Grabarski, MK; Konrad, AM
  • Board age and gender diversity: A test of competing linear and curvilinear predictions
    Ali, M; Ng, YL; Kulik, CT
  • Retail philanthropy: Firm size, industry, and business cycle
    Amato, LH; Amato, CH
  • Sustainability practices and corporate financial performance: A study based on the top global corporations
    Ameer, R; Othman, R
  • Role theory perspectives: Past, present, and future applications of role theories in management research
    Anglin, AH; Kincaid, PA; Short, JC
  • Women on boards, sustainability reporting and firm performance
    Arayssi, M; Dah, M; Jizi, M
  • Understanding the influence of corporate social responsibility on corporate identity, image, and firm performance
    Arendt, S; Brettel, M
  • Governance and politics: Regulating independence and diversity in the board room
    Bøhren, Ø; Strøm, RØ
  • Why women make better directors
    Bart, C; McQueen, G
  • Organizing corporate social responsibility in small and large firms: Size matters
    Baumann-Pauly, D; Wickert, C; Spence, LJ
  • The impact of board diversity and gender composition on corporate social responsibility and firm reputation
    Bear, S; Rahman, N; Post, C
  • What makes better boards? A closer look at diversity and ownership
    Ben-Amar, W; Francoeur, C; Hafsi, T
  • Board gender diversity and corporate response to sustainability initiatives: Evidence from the carbon disclosure project
    Ben-Amar, W; Chang, M; McIlkenny, P
  • Gender and values
    Beutel, AM; Marini, MM
  • Board committee membership: Effects of sex-based bias
    Bilimoria, D; Piderit, SK
  • The impact of CSR best practices on job performance: The mediating roles of affective commitment and work engagement
    Bizri, R; Wahbi, M; Al Jardali, H
  • Impact of board gender diversity on corporate social responsibility and irresponsibility: Empirical evidence from France
    Boukattaya, S; Omri, A
  • Women board directors: Characteristics of the few
    Burgess, Z; Tharenou, P
  • Women on boards of directors and corporate social performance: A meta-analysis
    Byron, K; Post, C
  • The role of perceived organizational performance in organizational identification, adjustment and job performance
    Carmeli, A; Gilat, G; Waldman, DA
  • Corporate social responsibility: Evolution of a definitional construct
    Carroll, AB
  • The business case for corporate social responsibility: A review of concepts, research and practice
    Carroll, AB; Shabana, KM
  • Does the team leverage the board’s decisions?
    Castro, CB; De La Concha, MD; Gravel, JV
  • Being your true self at work: Integrating the fragmented research on authenticity in organizations
    Cha, SE; Hewlin, PF; Roberts, LM
  • Founding team characteristics and the pursuit of social motives: A role theory perspective
    Chandler, JA; Short, JC; Hasan, MK
  • Corporate social responsibility and employee outcomes: Interrelations of external and internal orientations with job satisfaction and organizational commitment
    Chatzopoulou, EC; Manolopoulos, D; Agapitou, V
  • CSR for happiness: Corporate determinants of societal happiness as social responsibility
    Chia, A; Kern, ML; Neville, BA
  • Corporate social responsibility and SMEs
    Colovic, A; Henneron, S; Huettinger, M
  • Women on corporate boards: Do they advance corporate social responsibility?
    Cook, A; Glass, C
  • Female CEO leadership and the likelihood of corporate diversity misconduct: Evidence from S&P 500 firms
    Dadanlar, HH; Abebe, MA
  • Chief executive officers, top management teams, and boards of directors: Congruent or countervailing forces?
    Daily, CM; Schwenk, C
  • Understanding employees’ responses to corporate social responsibility: Mediating roles of overall justice and organisational identification
    De Roeck, K; Marique, G; Stinglhamber, F
  • The impact of human resource management practices on perceptions of organizational performance
    Delaney, JT; Huselid, MA
  • The relationship between Norwegian and Swedish employees’ perception of corporate social responsibility and affective commitment
    Ditlev-Simonsen, CD
  • How good corporate reputations create corporate value
    Dowling, G
  • Gender and leadership style: A meta-analysis
    Eagly, AH; Johnson, BT
  • Role congruity theory of prejudice toward female leaders
    Eagly, AH; Karau, SJ
  • Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis
    Edwards, JR; Lambert, LS
  • How do employees perceive corporate responsibility? Development and validation of a multidimensional corporate stakeholder responsibility scale
    El Akremi, A; Gond, JP; Swaen, V
  • Board characteristics and corporate social responsibility: A meta-analytic investigation
    Endrikat, J; De Villiers, C; Guenther, TW
  • The politics of stakeholder theory: Some future directions
    Freeman, R
  • Are there gender-related influences on corporate sustainability? A study of women on boards of directors
    Galbreath, J
  • Is board gender diversity linked to financial performance? The mediating mechanism of CSR
    Galbreath, J
  • Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia
    Galbreath, J; Shum, P
  • Firm size matters: An empirical investigation of organizational size and ownership on sustainability-related behaviors
    Gallo, PJ; Christensen, LJ
  • Sex ratios, sex-role spillover and sexual harassment of women at work
    Gutek, BA; Morasch, B
  • The organization as a reflection of its top managers
    Hambrick, DC; Mason, PA
  • Corporate social responsibility and the benefits of employee trust: A cross-disciplinary perspective
    Hansen, SD; Dunford, BB; Boss, AD
  • Board diversity and corporate social responsibility
    Harjoto, M; Laksmana, I; Lee, R
  • Same behavior, different consequences: Reactions to men’s and women’s altruistic citizenship behavior
    Heilman, ME; Chen, JJ
  • Penalties for success: Reactions to women who succeed at male gender-typed tasks
    Heilman, ME; Wallen, AS; Fuchs, D
  • Moderating effect of firm size on the influence of corporate social responsibility in the economic performance of micro-, small- and medium-sized enterprises
    Hernandez, JPSI; Yáñez-Araque, B; Moreno-Garcia, J
  • The impact of human resource management practices on turnover, productivity, and corporate financial performance
    Huselid, MA
  • Women on boards and corporate social responsibility
    Hyun, E; Yang, D; Jung, H
  • Effect of board members gender on corporate social responsiveness orientation
    Ibrahim, NA; Angelidis, JP
  • What drives corporate social performance? The role of nation-level institutions
    Ioannou, I; Serafeim, G
  • The impact of board gender diversity on corporate social responsibility in the Arab Gulf states
    Issa, A; Fang, HX
  • An aspirational framework for strategic human resource management
    Jackson, SE; Schuler, RS; Jiang, K
  • Corporate governance and corporate social responsibility synergies and interrelationships
    Jamali, D; Safieddine, A; Rabbath, M
  • Corporate governance and corporate social responsibility society disclosure: The application of legitimacy theory
    Janang, JS; Joseph, C; Said, R
  • The causal effect of corporate governance on corporate social responsibility
    Jo, H; Harjoto, M
  • Comprehensive board diversity and quality of corporate social responsibility disclosure: Evidence from an emerging market
    Katmon, N; Mohamad, ZZ; Norwani, NM
  • The emotional side of organizational decision-making: Examining the influence of messaging in fostering positive outcomes for the brand
    Kemp, E; Briggs, E; Anaza, NA
  • The strategic role of the board: The impact of board structure on top management team strategic action capability
    Kim, B; Burns, ML; Prescott, JE
  • Why hotel employees care about Corporate Social Responsibility (CSR): Using need satisfaction theory
    Kim, H; Rhou, Y; Topcuoglu, E
  • Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance
    Kirkman, BL; Cordery, JL; Mathieu, J
  • Critical mass: The impact of three or more women on corporate boards
    Konrad, AM; Kramer, V; Erkut, S
  • Corporate social responsibility, customer orientation, and the job performance of frontline employees
    Korschun, D; Bhattacharya, CB; Swain, SD
  • Recognition for sustained corporate social responsibility: Female directors make a difference
    Landry, EE; Bernardi, RA; Bosco, SM
  • Revisiting the relationship between corporate social responsibility and organizational performance: The mediating role of team outcomes
    Latif, KF; Sajjad, A; Bashir, R
  • Environmental responsibility and firm performance: The application of an environmental, social and governance model
    Lee, KH; Cin, BC; Lee, EY
  • The corporate social responsibility–financial performance link in the US restaurant industry: Do economic conditions matter?
    Lee, S; Singal, M; Kang, KH
  • Establishing the boundary conditions for female board directors’ influence on firm performance through CSR
    Liu, Y; Lei, L; Buttner, EH
  • Modified Carroll’s pyramid of corporate social responsibility to enhance organizational performance of SMEs industry
    Lu, J; Ren, L; Zhang, C
  • Clarifying the entrepreneurial orientation construct and linking it to performance
    Lumpkin, GT; Dess, GG
  • Principles and practice in reporting structural equation analyses
    McDonald, RP; Ho, MHR
  • Corporate social responsibility: A theory of the firm perspective
    McWilliams, A; Siegel, D
  • Executive attitudes, organizational size and ethical issues: Perspectives on a service industry
    Murphy, PR; Smith, JE; Daley, JM
  • Top management team diversity: A review of theories and methodologies
    Nielsen, S
  • The contribution of women on boards of directors: Going beyond the surface
    Nielsen, S; Huse, M
  • Corporate social and financial performance: A meta-analysis
    Orlitzky, M; Schmidt, FL; Rynes, SL
  • Exploring the black box: An analysis of work group diversity, conflict, and performance
    Pelled, L; Eisenhardt, K; Xin, K
  • CSR disclosure and firm performance: The mediating role of corporate reputation and moderating role of CEO integrity
    Pham, H; Tran, HT
  • Life cycles of growing organizations: A review with implications for knowledge and learning
    Phelps, R; Adams, R; Bessant, J
  • Strategy and society: The link between competitive advantage and corporate social responsibility
    Porter, M; Kramer, M
  • Women on boards and firm financial performance: A meta-analysis
    Post, C; Byron, K
  • What changes after women enter top management teams? A gender-based model of strategic renewal
    Post, C; Lokshin, B; Boone, C
  • Green governance: Boards of directors’ composition and environmental corporate social responsibility
    Post, C; Rahman, N; Rubow, E
  • The third international timetabling competition
    Post, G; Di Gaspero, L; Kingston, JH
  • Slipstreaming the larger boats: Social responsibility in medium-sized businesses
    Preuss, L; Perschke, J
  • Board composition and corporate social responsibility: The role of diversity, gender, strategy and decision making
    Rao, K; Tilt, C
  • The impact of racial diversity on intermediate and long-term performance: The moderating role of environmental context
    Richard, OC; Murthi, BPS; Ismail, K
  • An empirical investigation of the relationship between change in corporate social performance and financial performance: A stakeholder theory perspective
    Ruf, BM; Muralidhar, K; Brown, RM
  • The glass cliff: Exploring the dynamics surrounding the appointment of women to precarious leadership positions
    Ryan, MK; Haslam, SA
  • Upper echelons, gender diversity, and environmental strategy in emerging economies
    Saeed, A; Liedong, TA; Riaz, H
  • CSR policies: Effects on labour productivity in Spanish micro and small manufacturing companies
    Sánchez, PE; Benito-Hernández, S
  • Sex differences in value priorities: Cross-cultural and multimethod studies
    Schwartz, SH; Rubel, T
  • The relationship between women directors and corporate social responsibility
    Setó-Pamies, D
  • Board attributes, CSR engagement, and corporate performance: What is the nexus in the energy sector?
    Shahbaz, M; Karaman, AS; Kilic, M
  • Intervening influence of non-economic factors between corporate social responsibility and financial performance: A banking perspective
    Sindhu, MI; Urooj, SF; Ullah, S
  • Small business social responsibility: A critical multilevel review, synthesis and research agenda
    Soundararajan, V; Jamali, D; Spence, LJ
  • Small business social responsibility: Expanding core CSR theory
    Spence, LJ
  • The wages of social responsibility
    Statman, M; Glushkov, D
  • When corporate social responsibility (CSR) increases performance: Exploring the role of intrinsic and extrinsic CSR attribution
    Story, J; Neves, P
  • The signaling effect of corporate social responsibility in emerging economies
    Su, W; Peng, MW; Tan, W
  • Corporate social responsibility and firm productivity: Evidence from the chemical industry in the United States
    Sun, L; Stuebs, M
  • The impact of corporate social responsibility on employee performance and cost
    Sun, L; Yu, TR
  • Examining the role of top management in corporate sustainability: Does supply chain position matter?
    Tacheva, Z; Simpson, N; Ivanov, A
  • Balancing the yin and yang: TMT gender diversity, psychological safety, and firm ambidextrous strategic orientation in Chinese high-tech SMEs
    Tang, S; Nadkarni, S; Wei, L
  • Measuring corporate social responsibility: A scale development study
    Turker, D
  • Corporate social responsibility and firm size
    Udayasankar, K
  • Sustainable Development Goals
  • The link among board characteristics, corporate social responsibility performance, and financial performance: Evidence from the hospitality and tourism industry
    Uyar, A; Kilic, M; Koseoglu, MA
  • Supporting women leaders: Research-based directions for gender inclusion in organizations
    Valerio, AM
  • On the validity of subjective measures of company performance
    Wall, TD; Michie, J; Patterson, M
  • Corporate social responsibility: An overview and new research directions
    Wang, H; Tong, L; Takeuchi, R
  • Moderating the role of firm size in sustainable performance improvement through sustainable supply chain management
    Wang, J; Zhang, Y; Goh, M
  • A meta-analytic review of corporate social responsibility and corporate financial performance: The moderating effect of contextual factors
    Wang, Q; Dou, J; Jia, S
  • Walking and talking corporate social responsibility: Implications of firm size and organizational cost
    Wickert, C; Scherer, AG; Spence, LJ
  • Women on corporate boards of directors and their influence on corporate philanthropy
    Williams, RJ
  • Corporate social performance revisited
    Wood, D
  • The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach
    Wu, J; Richard, OC; Triana, MDC
  • Who pays the penalty? Implications of gender pay disparities within top management teams for firm performance
    Yanadori, Y; Kulik, CT; Gould, JA
  • Board gender diversity and corporate social responsibility: Is there a case for critical mass?
    Yarram, SR; Adapa, S
  • Does size matter? Corporate social responsibility and firm performance in the restaurant industry
    Youn, H; Hua, N; Lee, S
  • Characteristics of CEOs and boards with women inside directors
    Zelechowski, SA; Bilimoria, D