The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation

2010 ◽  
Vol 97 (2) ◽  
pp. 207-221 ◽  
Author(s):  
Stephen Bear ◽  
Noushi Rahman ◽  
Corinne Post
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Gender Composition ◽  
Firm Reputation ◽  
Board Diversity ◽  
And Gender ◽  
Corporate Social ◽  
The Impact

Does board diversity influence firms’ corporate social responsibility reputation?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Caroline C. Hartmann ◽  
Jimmy Carmenate
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Socially Responsible ◽  
Board Diversity ◽  
Content Type ◽  
Positive Effects ◽  
Social Reputation ◽  
Global Companies ◽  
Corporate Social ◽  
The Impact

Purpose Board diversity positively impacts corporate social responsibility (CSR); however, there is limited evidence on how board diversity affects the reputation of organizations that are involved in CSR. The purpose of this paper is to examine the effect board diversity has on socially responsible firms’ corporate social responsibility reputation (CSRR). The authors specifically examine this relationship because an organization’s corporate reputation may be very different to its CSRR gained through engagement in socially responsible activities. Design/methodology/approach The authors use the CSR reputation scores for the top 100 most socially responsible global companies provided by the RepTrak Database as a measure of CSRR. Board diversity measures are calculated for gender, ethnicity and education to measure their impact on social reputation. The sample for this study consists of 146 observations for the period 2013–2017. Findings The authors find a significant and positive relation between having a combination of women and ethnically diverse members on the board and firms’ CSRR. The authors also find a significant positive effect on CSRR when the board is composed of women and educationally diverse members. Research limitations/implications Board diversity characteristics continue to impact organizations’ decision-making processes and their involvement in CSR activities as public stakeholders demand greater representation of females and minorities on the board. Because research on board diversity is in its infancy, the authors urge scholars to continue to investigate the impact board diversity has on an organization’s motivation to be socially responsible as well as how it affects their CSRR. Practical implications The findings of this study highlight the importance stakeholders place on an organization’s social responsibility reputation and the positive effects of board diversity in managing their CSRR. Social implications The findings provide evidence that the composition of the board can influence a company’s engagement in CSR activities and their CSRR as perceived by its stakeholders. Originality/value This study contributes to the CSR literature by introducing the concept of CSRR. To the best of the authors’ knowledge, this study also extends research in the diversity literature by examining the relationship between board diversity variables and an organization’s CSRR. The findings highlight the importance of having a diverse board composed of ethnically and educationally varied individuals and provide evidence of a link between organizations’ involvement in socially responsible activities and their CSRR.

Corporate social responsibility, gender, and CEO turnover

2017 ◽  
Vol 43 (5) ◽  
pp. 528-544 ◽  
Author(s):  
Elizabeth Cooper
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Financial Performance ◽  
Research Question ◽  
Ceo Turnover ◽  
Content Type ◽  
Female Ceos ◽  
And Gender ◽  
Corporate Social ◽  
The Impact

Purpose The purpose of this paper is to explore the research question whether corporate social responsibility (CSR) and gender influence the likelihood of CEO turnover. Design/methodology/approach The author uses a large sample of firms over a 21-year period from 1992 to 2013 taken from firms cross-listed in the ESG STATS, Execucomp, and Compustat databases. Logistic regression is used to analyze the determinants of both CEO turnover and the gender of the newly hired CEO. Findings Firms with better social performance have higher rates of CEO turnover, performance notwithstanding. Further, for firms with decreasing financial performance, it is more likely they will replace their CEO if they have strong CSR vs firms with weak CSR records. In addition, as performance deteriorates, male CEOs will have a higher chance of being replaced relative to female CEOs. For female CEOs, other factors besides financial performance are important determinants of the likelihood of a turnover taking place. Research limitations/implications This study finds support for the stakeholder theory of CSR and does not support entrenchment theory. It is the first study to look at CSR, CEO turnover, and gender issues concurrently. Practical implications For practitioners looking for tangible effects of CSR in the workplace, this paper provides evidence that it does matter in terms of CEO turnover. The findings suggest that CSR is acting as a deterrent to bad behavior on the part of executives in the face of weak financial performance in particular. Originality/value This study is the first to look at the impact of CSR on CEO turnover. Importantly, the findings suggest that CSR is not something that a firm decides or thinks about in the “right” financial environment but is rather an omnipresent focus embedded within the mission of the firm.

The impact of gender diversity on the relationship between managerial entrenchment and corporate social responsibility: evidence from UK companies

2020 ◽  
Vol 11 (3) ◽  
pp. 197-217
Author(s):  
Maali Kachouri ◽  
Bassem Salhi ◽  
Anis Jarboui
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Gender Diversity ◽  
Data Set ◽  
Content Type ◽  
Managerial Entrenchment ◽  
And Gender ◽  
Corporate Social ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to argue the relationship between managerial entrenchment (ME), corporate social responsibility (CSR) and gender diversity. Specifically, this paper aims to empirically examine the impact of board gender diversity (BGD) and gender diversity in top management teams (TMTs) on the relationship between ME and CSR. Design/methodology/approach This study uses panel data set of 300 UK companies listed during 2005-2017. Findings The results show that the positive relation between CSR and ME is more pronounced in companies where the level of women on the board is higher. However, women in TMT moderate this positive relationship. Research limitations/implications Women in TMT may be less responsive to shareholders’ preference for reduced company CSR concerns, but a higher percentage of women on the board can mitigate this effect. Originality/value This study suggests the dynamic relationship between CSR and ME.

scholarly journals Family Sibling Effect and Executives’ Corporate Social Behavior

2021 ◽  
Vol 12 ◽  
Author(s):  
Minna Zheng ◽  
Guangqian Ren ◽  
Lingling Zhuang
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business Strategy ◽  
Sibling Interaction ◽  
And Gender ◽  
Corporate Social ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship ◽  
Early Family

Corporate social responsibility is an important business strategy for enterprises. Scholars have conducted much beneficial research on the relationship of executives’ recognitive traits and firms’ CSR behavior, but rarely focus on the impact of executives’ early recognitive traits derived from family sibling interaction. This paper takes Chinese A-shared private listed companies from 2014 to 2017 as the research samples to investigate the effect of the number of executives’ siblings on the early family sibling and corporate social responsibility behavior. We further study the moderating effect of birth order and gender composition in siblings on this relationship. The results show that there is an inversed U-shaped relationship between the number of executives’ siblings and corporate social responsibility behavior. Further research shows that the relationship between the number of executives’ siblings and CSR behavior is strengthened when an executive is first-born or has female sibling(s).

The Effect of Internal Corporate Social Responsibility on Job Satisfaction: An Empirical Study on Jordanian Pharmaceutical Companies

2020 ◽  
Vol 8 (2) ◽  
pp. 112
Author(s):  
Sura Altheeb ◽  
Kholoud Sudqi Al-Louzi
Keyword(s):  
Job Satisfaction ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Quantitative Research ◽  
Skills Development ◽  
Future Research ◽  
Pharmaceutical Companies ◽  
Corporate Social ◽  
The Impact ◽  
Positive Results

The current research investigates the impact of internal corporate social responsibility on job satisfaction in Jordanian pharmaceutical companies. Quantitative research design and regression analysis were applied on a total of 302 valid returns that were obtained in a questionnaire based survey from 14 pharmaceutical companies among employees, supervisors and managers. The results showed that internal corporate social responsibility was significantly related to job satisfaction and three of its dimensions, namely working conditions, work life balance and empowerment contributed significantly to job satisfaction, whereas employment stability and skills development had no contribution. This study implies that Jordanian pharmaceutical companies have to try their best to promote and facilitate internal corporate social responsibility among their employees in an effort to improve their job satisfaction, which will eventually yield positive results for the company as a whole. In light of these results, the research presented many recommendations for future research; the most important ones were the application of this study in other sectors, cultures, and countries, and using of multi method for collecting data.

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