Socioemotional Wealth and Corporate Social Performance: Do Family Firms employ larger Workforces?

2017 ◽  
Vol 2017 (1) ◽  
pp. 11620 ◽  
Author(s):  
Pedro Vazquez
Keyword(s):  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Socioemotional Wealth ◽  
Corporate Social

Family Firms’ Corporate Social Performance: A Calculated Quest for Socioemotional Wealth

2015 ◽  
Vol 148 (3) ◽  
pp. 511-525 ◽  
Author(s):  
Réal Labelle ◽  
Taïeb Hafsi ◽  
Claude Francoeur ◽  
Walid Ben Amar
Keyword(s):  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Socioemotional Wealth ◽  
Corporate Social

scholarly journals Family Firms And Corporate Social Responsibility (CSR): Preliminary Evidence From The French Stock Market

2014 ◽  
Vol 30 (4) ◽  
pp. 971 ◽  
Author(s):  
Issam Laguir ◽  
Jamal Elbaz
Keyword(s):  
Family Member ◽  
Family Involvement ◽  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Pearson Correlation ◽  
Ordinary Least Squares ◽  
Annual Reports ◽  
Least Squares Regression ◽  
Corporate Social

This paper examines the CSR practices of family firms listed in the French financial market and distinguishes between those managed by a family member CEO and those managed by a competent external CEO. We adopt an exploratory approach and begin with a content analysis of the annual reports from family firms listed in the CAC 40 index during the 2005-2011 period. We then conduct various statistical techniques (e.g., Pearson correlation analysis and ordinary least squares regression analysis) to study the relationships among social performance and family involvement. This paper is the first to provide a preliminary assessment of French family firms CSR practices in the current economic context. The study suggests that family firms intensify their CSR efforts during the 2005-2011 period. Our study also reveals that family firms managed by competent external CEOs show better social performance than those managed by family member CEOs. Indeed, the empirical results consistently show a negative and statistically significant association between family involvement and corporate social performance.

Corporate social performance in family firms: a meta-analysis

2018 ◽  
Vol 8 (3) ◽  
pp. 235-273 ◽  
Author(s):  
Sergio Canavati
Keyword(s):  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Content Type ◽  
The Family ◽  
Corporate Social ◽  
The Relationship

Purpose Empirical studies provide conflicting conclusions regarding the corporate social performance (CSP) of family firms. The purpose of this paper is to synthesize the existing empirical evidence and examine the potential role of research design and contextual factors. Design/methodology/approach A meta-analysis of existing empirical studies was performed to examine the role of sampling, measurement and contextual factors in explaining the different and often conflicting results of empirical studies in the family business literature. Findings The overall relationship between family firms and CSP is positive. The relationship between family firms and CSP is positive for private family firms but is negative for public family firms. The relationship between family firms and CSP is positive when family involvement includes both family ownership and management as opposed to only family ownership or family management. Private family firms care more and public family firms care less about the community, environment, and employees than private and public nonfamily firms. The relationship between family firms and CSP is stronger in institutional environments with weak labor and corporate governance regulatory frameworks. Research limitations/implications The operationalization of both the family firm and CSP constructs significantly predicts the magnitude and direction of the relationship between family firms and CSP. Practical implications Family firms should become more skilled at measuring and disseminating information about the firm’s CSP. Family firms should work to improve public perceptions about the CSP of family firms. Social implications Policy should encourage family firms to remain privately owned by the family. Policy should also incentivize the involvement of family owners in the management of family firms. Originality/value Although several literature reviews address the relationship between family firms and CSP, this is the first review to use the meta-analysis method. The authors contribute to the family business literature by analyzing how differences in study-, firm- and country-level factors can explain some of the variance in the results of the studies in the literature.

Corporate Social Performance of Family Firms: A Place-Based Perspective in the Context of Layoffs

2019 ◽  
Vol 167 (2) ◽  
pp. 235-252 ◽  
Author(s):  
Kihun Kim ◽  
Zulfiquer Ali Haider ◽  
Zhenyu Wu ◽  
Junsheng Dou
Keyword(s):  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Corporate Social

Family firms, firm characteristics, and corporate social performance

2015 ◽  
Vol 5 (2) ◽  
pp. 192-217 ◽  
Author(s):  
Michikazu Aoi ◽  
Shigeru Asaba ◽  
Keiichi Kubota ◽  
Hitoshi Takehara
Keyword(s):  
Manufacturing Industry ◽  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Retail Trade ◽  
Data Availability ◽  
Positive Role ◽  
Content Type ◽  
Pharmaceutical Industries ◽  
Corporate Social

Purpose – The purpose of this paper is to explore corporate social performance attained by listed family and non-family firms in Japan. They are measured by the composite CSP index and five attributes composed of employ relations, social contributions (SCs), firm security and product safety, internal governance and risk control, and environment concern. Design/methodology/approach – The authors employ univariate and regression analyses on the quantitatively aggregated CSP score data of Japanese firms from 2007 to 2009. Findings – Japan non-family firms tend to perform better than family firms in terms of attaining corporate social performance overall. Family CEOs positively affect CSP in the foods, textiles and apparels, and pharmaceutical industries as well as in retail trade, wholesale, and services industries, but negatively affect CSP in the heavy manufacturing industry. In these industries the joint effect of the percentage of family shareholdings and the fraction of family members on the board also augments the positive role played by family CEO. The findings are robust when the sample is ranked by Tobin’s q. Research limitations/implications – The observation period is short due to the data availability of CSP by Toyo Keizai Inc. This data covers all the listed firms which answered the questionnaire, which may also contain sample selection problems. Practical implications – Positive role of CEO and negative effects of shareholdings among listed family firms in Japan call for attention and corrective measures for top management and family shareholders. Social implications – While family firms in Japan may accumulate socioemotional wealth, they should exert more efforts to advance CSP and create social capital. Originality/value – This is the first comprehensive quantitative study in the field, which explored CSP of all the listed family firms vs non-family firms in Japan with large sample.

scholarly journals When Do Women Make a Better Table? Examining the Influence of Women Directors on Family Firm’s Corporate Social Performance

2018 ◽  
Vol 43 (2) ◽  
pp. 282-301 ◽  
Author(s):  
Cristina Cruz ◽  
Rachida Justo ◽  
Martín Larraza-Kintana ◽  
Lucía Garcés-Galdeano
Keyword(s):  
Corporate Governance ◽  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Family Firm ◽  
Relative Power ◽  
Women Directors ◽  
Board Diversity ◽  
Empirical Results ◽  
Corporate Social

Our paper seeks to further understand the influence of gender board diversity on firms’ corporate social performance (CPS) in the context of publicly held family firms. Grounded on corporate governance and family firm literature, we argue that the influence of women directors on CSP will be contingent on their relative power and legitimacy within the board, and that such dynamics are particularly important in family firm boardrooms. Our empirical results show that increases in CSP associated with the presence of women in the boards of family firms are due mainly to the presence of outsider nonfamily and insider family women directors. Implications for the theory of family firms are discussed.

A Stakeholder Identity Orientation Approach to Corporate Social Performance in Family Firms

2010 ◽  
Vol 99 (4) ◽  
pp. 565-585 ◽  
Author(s):  
John B. Bingham ◽  
W. Gibb Dyer ◽  
Isaac Smith ◽  
Gregory L. Adams
Keyword(s):  
Family Firms ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Identity Orientation ◽  
Corporate Social
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