Disclosure and Corporate Social and Environmental Performance: Competitiveness and Enterprise in a Broader Social Frame

2003 ◽  
Vol 3 (1) ◽  
pp. 3-39 ◽  
Author(s):  
John Parkinson
Keyword(s):  
Environmental Performance ◽  
Social And Environmental Performance ◽  
Corporate Social

The effect of CEO civic engagement on corporate social and environmental performance

2019 ◽  
Vol 15 (8) ◽  
pp. 1054-1070 ◽  
Author(s):  
Wonsuk Cha ◽  
Michael Abebe ◽  
Hazel Dadanlar
Keyword(s):  
Civic Engagement ◽  
Environmental Performance ◽  
Corporate Philanthropy ◽  
Corporate Social Performance ◽  
Firm Level ◽  
Content Type ◽  
Environmental Engagement ◽  
Social And Environmental Performance ◽  
Corporate Social ◽  
Personal Engagement

Purpose The purpose of this paper is to explore the relationship between a chief executive officer (CEO)’s personal engagement in broader societal causes (CEO civic engagement) and firm’s social and environmental performance. Design/methodology/approach A theoretical framework was developed based on upper echelons and stakeholder theories to argue that CEOs’ professional background characteristics can be closely related to firm-level social and environmental performance. Hierarchical OLS analysis was conducted using data from 178 large, publicly traded large US firms between 2010 and 2013. Findings Overall, the findings suggest that firms led by CEOs with active civic engagement are more likely to support various philanthropic efforts. Additionally, the findings suggest that firms led by civic-minded CEOs are more likely to support an active corporate environmental engagement by investing significant resources in various environmental causes. Contrary to the authors’ predictions, the level of CEO civic engagement was not a significant predictor of firm level community engagement activities. Research limitations/implications The findings extend current scholarly work on executive determinants of corporate social performance by highlighting the important role of CEOs’ personal engagement beyond studying CEOs’ demographic characteristics. Specifically, the findings that the CEO-civic engagements lead to higher degrees of corporate philanthropy and environmental performance show that CEOs’ civic engagement can go beyond what is considered symbolic executive actions. Practical implications The findings suggest that firms that seek to foster social and environmental performance in a meaningful way should recruit and retain CEOs that have a personal commitment to and engagement in various social and environmental issues and causes. Originality/value By empirically examining the effect of CEO civic engagement on corporate philanthropy, community involvement and environmental performance, this paper seeks to contribute to the scholarly conversation on the effects of CEOs in shaping the firm’s social and environmental engagement and addressing external stakeholder concerns.

Prioritizing sustainability strategies for global extractive sector firms

2012 ◽  
Vol 23 (6) ◽  
pp. 615-629 ◽  
Author(s):  
Philip R. Walsh
Keyword(s):  
Environmental Sustainability ◽  
Environmental Performance ◽  
Environmental Damage ◽  
Performance Practices ◽  
Content Type ◽  
Sustainability Strategies ◽  
Extractive Sector ◽  
Social Environmental ◽  
Social And Environmental Performance ◽  
Corporate Social

PurposeThis paper seeks to examine the importance of corporate social and environmental initiatives to extractive sector firms and by measuring the level of social, environmental and economic sustainability in 128 countries around the world and applying these measures to a framework comprised of a sustainability indices matrix, and identifying certain strategic approaches to social and environmental practices.Design/methodology/approachThe matrix contains eight categories of sustainability attainment and a k‐means cluster analysis is employed to identify what countries belong to each of these categories and to what extent these clusters identify countries with similar characteristics that may impact the focus of corporate social and environmental performance practices for extractive sector firms wishing to pursue projects in those countries.FindingsThe study finds that, in those jurisdictions where social and environmental sustainability is well established, extractive sector firms are required to deal with established rules and regulations that require a more reactive strategic approach. The various combinations of sustainability levels amongst the many countries around the globe require various combinations of strategies related to corporate social and environmental performance.Practical implicationsThe realization that, today, extractive sector firms who choose to ignore the need for appropriate corporate social and environmental performance are risking increased costs arising from social and environmental damage created by their projects supports the need to create pro‐active strategies for addressing social and environmental responsibility.Originality/valueThis paper's contribution is the development of a framework for measuring the component levels of sustainable development and clustering a large number of countries into specific categories with recommended approaches to social and environmental sustainability strategies.

Oil and Gas Companies and the Management of Social and Environmental Impacts and Issues

2018 ◽  
Author(s):  
Kathryn Tomlinson
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Management Practices ◽  
Oil And Gas ◽  
International Standards ◽  
New Host ◽  
Good Reputation ◽  
Social Licence To Operate ◽  
Social And Environmental Performance ◽  
Corporate Social

This chapter provides an overview of social and environmental performance and management practices in the oil and gas industries, outlining the evolution of international companies’ approaches over the last twenty years within the wider extractive industries context. The chapter reviews what social and environmental management amongst such companies means in practice, and highlights some of the unresolved issues emerging. While most companies now model their approach to social and environmental management on international norms, they face a variety of drivers to their practices. These range from complying with international standards in order to gain access to finance, to complying with new host country legislation and regulation, and gaining and maintaining a good reputation and a ‘social licence to operate’. This chapter argues that the complexity of these drivers problematizes the portrayal of the industry’s social and environmental performance as ‘voluntary’ corporate social responsibility, and renders the latter term somewhat misleading.

Board composition, sustainability committee and corporate social and environmental performance in Australia

2018 ◽  
Vol 30 (4) ◽  
pp. 517-540 ◽  
Author(s):  
Pallab Kumar Biswas ◽  
Mansi Mansi ◽  
Rakesh Pandey
Keyword(s):  
Environmental Performance ◽  
Small Sample Size ◽  
Positive Association ◽  
Small Sample ◽  
Gender Composition ◽  
Board Independence ◽  
Content Type ◽  
Social And Environmental Performance ◽  
Corporate Social ◽  
The Relationship

PurposeThe purpose of this study is to examine the impacts of board gender composition, board independence and the existence of a board sustainability committee on the corporate social and environmental performance of Australian firms.Design/methodology/approachThe dataset comprises 2,188 Australian Securities Exchange listed firm-year observations (407 individual firms) from 2004 to 2015. The ASSET4 environmental, social and governance database is used to measure corporate social and environmental performance and their sub-dimensions.FindingsOur results show that firms with higher board gender composition, greater board independence and sustainability committees tend to have better social and environmental performance. This paper also provides empirical evidence of the positive association of these variables on the sub-dimensions of social and environmental performance. The results are robust after controlling for self-selection and various forms of endogeneity.Originality/valueThis is the first study that examines the relationship between sustainability committees and corporate social and environmental performance in the context of Australia. This study also overcomes the relatively small sample size and shorter study period issues of similar studies in Australia that provide inconclusive evidence on the relationship between each of board gender composition, board independence and corporate social and environmental performance.

scholarly journals Consequences of Social and Environmental Corporate Responsibility Practices: Managers’ Perception in Mozambique

2022 ◽  
Vol 10 (1) ◽  
pp. 4
Author(s):  
Eulália Madime ◽  
Tiago Cruz Gonçalves
Keyword(s):  
Environmental Performance ◽  
Structural Equation ◽  
Financial Incentive ◽  
Social Performance ◽  
Community Support ◽  
Environmental Practices ◽  
The Social ◽  
Social And Environmental Performance ◽  
Corporate Social ◽  
The Relationship

The objective of this paper is to analyze the relationship between the social and environmental practices of Corporate Social Responsibility (CSR), and the economic–financial, social, and environmental performance in Mozambican companies, from the managers’ perspectives. The data were collected from a sample of 227 companies through a survey questionnaire. We used structural equation modelling to analyze how the managers correlate the different social and environmental practices with performance at the financial, social, and environmental levels. The results showed that the relationship between all major components of the social and environmental practices, and the economic–financial, social, and environmental performance is positive but insignificant with the exception of the social practices of community support, which has a weak relationship with the economic–financial performance, environmental performance, and social performance, as well as the environmental practices. The data indicate that there is a need for strengthening the appropriate economic–financial incentive policies and strategies for the agents who promote good CSR practices in the country, in order to obtain satisfactory, measurable, and comparable economic–financial, social, and environmental performance.

Sign in / Sign up

Export Citation Format

Share Document