CEO power and corporate social responsibility decoupling

2021 ◽  
pp. 1-5
Author(s):  
Yasir Shahab ◽  
Ammar Ali Gull ◽  
Tanveer Ahsan ◽  
Rizwan Mushtaq
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ceo Power ◽  
Corporate Social

scholarly journals Determinant of The Corporate Social Responsibility Disclosure: Evidence of Indonesian Manufacturing Companies

2021 ◽  
Vol 16 (1) ◽  
pp. 71
Author(s):  
Arfan Ikhsan ◽  
Nurlaila Nurlaila ◽  
Herkulanus Bambang Suprasto ◽  
Febi Yanti Batubara
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Sampling Method ◽  
Manufacturing Companies ◽  
Ceo Power ◽  
Board Capital ◽  
Research Findings ◽  
The Subject ◽  
Csr Disclosure ◽  
Corporate Social

Following the necessity to provide transparent information on social activities, corporate social responsibility (CSR) disclosure is important for companies in Indonesia. This study aims to examine and analyze the effect of information ofCEO Power (CEOP), Board Capital (BCAPDUM), Media Disclosure (PMED), and Profitability (ROA) on CSR. This research usedmanufacturing companies listed on the IDX in 2016 as the subject. Using thepurposive sampling method, 26 companies were selected as the research sample. Research findings showed thatCEOP, PMED, and ROA haveastatistical effect on CSR disclosure, whereas BCAPDUM has no effect on CSR disclosure. Therefore, CEOP, PMED, and ROA have a positive and significant effect on CSR disclosure. Keywords:   CEO Power, Board Capital, Media Disclosure, Profitability, CSR

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 Effect of Board Capital and CEO Power on Corporate Social Responsibility Disclosures

2016 ◽  
Vol 150 (1) ◽  
pp. 41-56 ◽  
Author(s):  
Mohammad Badrul Muttakin ◽  
Arifur Khan ◽  
Dessalegn Getie Mihret
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ceo Power ◽  
Board Capital ◽  
Corporate Social

scholarly journals CEO power, corporate social responsibility, and firm value: a test of agency theory

2016 ◽  
Vol 12 (5) ◽  
pp. 611-628 ◽  
Author(s):  
Frank Li ◽  
Tao Li ◽  
Dylan Minor
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Agency Theory ◽  
Firm Value ◽  
Alternative Hypothesis ◽  
Agency Cost ◽  
Ceo Power ◽  
Content Type ◽  
Corporate Social ◽  
Investment Hypothesis

Purpose The purpose of this paper is to explore whether firms with powerful chief executive officers (CEOs) tend to invest (more) in corporate social responsibility (CSR) activities as the over-investment hypothesis based on classical agency theory predicts. Design/methodology/approach This paper tests an alternative hypothesis that if CSR investment is indeed an agency cost like the over-investment hypothesis suggests, then those activities may destroy firm value. Findings Using CEO pay slice (Bebchuk et al., 2011), CEO tenure, and CEO duality to measure CEO power, the authors show that CEO power is negatively correlated with firm’s choice to engage in CSR and with the level of CSR activities in the firm. Furthermore, the results suggest that CSR activities are in fact value enhancing in that as firms engage in more CSR activities their value increases. Originality/value The first paper to study CEO power and CSR and their impact on firm value.

CEO power and corporate social responsibility (CSR) disclosure: does stakeholder influence matter?

2020 ◽  
Vol 35 (9) ◽  
pp. 1279-1312
Author(s):  
Afzalur Rashid ◽  
Syed Shams ◽  
Sudipta Bose ◽  
Habib Khan
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Negative Impact ◽  
Positive Impact ◽  
Ordinary Least Squares ◽  
Ceo Power ◽  
Content Type ◽  
Stakeholder Influence ◽  
Csr Disclosure ◽  
Corporate Social

Purpose This study examines the association between Chief Executive Officer (CEO) power and the level of corporate social responsibility (CSR) disclosure, as well as the moderating role of stakeholder influence on this association. Design/methodology/approach Using a sample of 986 Bangladeshi firm-year observations, this study uses a content analysis technique to develop a 24-item CSR disclosure index. The ordinary least squares regression method is used to estimate the research models, controlling for firm-specific factors that potentially affect the levels of CSR disclosure. Findings The study findings indicate that CEO power is negatively associated with the level of CSR disclosure, and that the negative effects of CEO power on the level of CSR disclosure are attenuated by stakeholder influence. CEO power is documented as reducing the positive impact of CSR disclosure on a firm’s financial performance, with this negative impact attenuated if stakeholders have greater influence on the firm. Practical implications This study suggests that CEO power and stakeholder influence are important factors in determining firms’ incentives to disclose CSR information. Both CEO power and stakeholder influence need to be considered in the CSR – firm performance nexus, given the mixed findings documented in the literature. Originality/value This study makes a significant contribution to the literature on CSR practices by documenting that firms with a powerful CEO have lower levels of CSR disclosure, and that stakeholder influence affects CSR disclosure in the emerging economy context.

Sign in / Sign up

Export Citation Format

Share Document