scholarly journals How to Promote the Agricultural Company Through Environmental Social Responsibility to Achieve Sustainable Production?

2022 ◽  
Vol 9 ◽  
Author(s):  
Stanley Y. B. Huang ◽  
Chun-Chieh Yu ◽  
Yue-Shi Lee
Keyword(s):  
Social Responsibility ◽  
Chief Executive ◽  
Top Management Teams ◽  
Sustainable Production ◽  
Management Teams ◽  
Top Management ◽  
Agricultural Field ◽  
Environmental Innovation ◽  
Empirical Results ◽  
Environmental Engagement

This survey employs the multilevel growth curve model to demonstrate how to promote the development of the company’s environmental innovation in agricultural companies specializing in the agricultural production and export of agricultural products to achieve sustainable production through environmental social responsibility and environmental engagement according to the engagement theory. The empirical data are collected 30 chief executive officers and their 90 supervisors of top management teams (TMTs) of Taiwanese agricultural companies in 2 months. The empirical results demonstrate that environmental social responsibility significantly influences the top management teams’ environmental engagement development, which in turn significantly influences the agricultural company’s environmental innovation. These empirical results can not only promote the sustainable production literature in the agricultural field but also help these agricultural companies implement environmental innovation to realize sustainable production of agricultural exports.

Top Management Teams’ Academic Experience and Firms’ Corporate Social Responsibility Voluntary Disclosure

2020 ◽  
Vol 16 (2) ◽  
pp. 293-333
Author(s):  
Zhiming Ma ◽  
Hong Zhang ◽  
Weiguo Zhong ◽  
Kaitang Zhou
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Voluntary Disclosure ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Academic Background ◽  
Top Executives ◽  
Csr Disclosure ◽  
Corporate Social

ABSTRACTCorporate social responsibility (CSR) disclosure is becoming increasingly important for modern corporations. Focusing on voluntary CSR disclosure and drawing on upper echelons theory, we propose that voluntary CSR disclosure is the manifestation of managerial preferences (e.g., managers’ professional ethical values and standards). Specifically, we argue that top executives with an academic background tend to have higher professional and ethical standards than their non-academic counterparts. These standards lead them to act with self-restraint and to perceive CSR disclosure as an opportunity rather than a threat. Compared with non-academic executives, therefore, top executives with an academic background provide stakeholders with more CSR information. Based on a sample of publicly listed firms in China, we find a significant difference in voluntary CSR disclosure between firms led by academic executives and firms without academic top executives. This difference is smaller for firms that are state-owned, firms that are audited by large audit firms, and firms with greater analyst coverage. We contribute to the literature on CSR voluntary disclosure by providing an in-depth analysis of the effects of top management teams’ academic backgrounds.

The concept of “spatial knowledge” used by top-management-teams and CEOs in internationalization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
K. Skylar Powell ◽  
Eunah Lim
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Top Management Teams ◽  
Spatial Knowledge ◽  
Management Teams ◽  
Top Management ◽  
Content Type ◽  
Conceptual Study ◽  
Executive Officers

Purpose Top-management-teams (TMTs) and chief executive officers (CEOs) dealing with internationalization are naturally predisposed to deal with space, so they will consult “spatial knowledge.” The purpose of this paper is to offer a conceptual description of spatial knowledge used by TMTs/CEOs and to describe how the use of spatial knowledge can be triggered and the resulting biases that arise from it. The description of spatial knowledge is also discussed in relation to core international business (IB) theories/models. Design/methodology/approach This is a conceptual study. Findings TMTs/CEOs use spatial knowledge for internationalization decisions. This spatial knowledge is “declarative” because it involves knowledge of places and associated characteristics or attributes, “configurational” because it involves knowledge of various types of relative positions and proximities between places and “procedural” because it involves knowledge of how to structure transactions, operate or organize interdependencies between locations. Additionally, TMTs/CEOs individually have spatial knowledge that is uniquely distorted. Then, finally, when TMTs/CEOs consult spatial knowledge to identify international opportunities or solutions, their search process may entail distance and directional biases as a result of their spatial knowledge. Originality/value This is the first paper to introduce the notion of “spatial knowledge” to the research on TMT/CEO experiences and internationalization and IB research in general.

Sign in / Sign up

Export Citation Format

Share Document