مسئولیت اجتماعی شرکت و قدرت مدیر عامل اجرایی
ترجمه نشده

مسئولیت اجتماعی شرکت و قدرت مدیر عامل اجرایی

عنوان فارسی مقاله: قدرت مدیر عامل اجرایی و مسئولیت اجتماعی شرکت
عنوان انگلیسی مقاله: CEO power and corporate social responsibility
مجله/کنفرانس: مجله آمریکایی تجارت - American Journal Of Business
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت اجرایی، مدیریت عملکرد، مدیریت منابع انسانی
کلمات کلیدی فارسی: مسئولیت اجتماعی شرکت، نظریه سهامداران، قدرت مدیر عامل اجرایی و توانایی مدیریتی
کلمات کلیدی انگلیسی: Corporate social responsibility، Stakeholder theory، CEO power، Managerial ability
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Master journals
شناسه دیجیتال (DOI): https://doi.org/10.1108/AJB-10-2018-0058
دانشگاه: Miami University, Oxford, Ohio, USA
ناشر: امرالد - Emeraldinsight
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
شناسه ISSN: 1935-5181
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 24
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E13304
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Literature review and hypothesis development


3- Research design


4- Main results


5- Additional tests


6- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


Purpose - The purpose of this paper is to examine the impact of chief executive officer (CEO) power on corporate social responsibility (CSR) performance.
Design/methodology/approach - The authors use regression analysis to investigate the research question.
Findings - Using a 23-year panel sample with 1,574 unique US firms and 8,575 firm-year observations, the authors find a significant and negative relation between CEO power and CSR, suggesting that firms with more powerful CEOs engage in less CSR activities.
Originality/value - The results reveal that more powerful CEOs become less responsive to the needs of stakeholder groups, confirming the validity of the stakeholder theory of CSR.


Introduction


Chief executive officer (CEO) power has recently received much attention in finance research. Much of the prior research has examined the impact of powerful CEOs on firms’ performance and outcomes. For example, studies find that CEO power is negatively related to market value and accounting performance of a firm (Bebchuk et al., 2011), bond credit ratings (Liu and Jiraporn, 2010), leverage ( Jiraporn et al., 2012), firm productivity (Cronqvist et al., 2009), the use of relative performance evaluation (Dikolli et al., 2014) and the informativeness of stock prices (Withisuphakorn and Jiraporn, 2015). The above research suggests that more CEO power leads to more agency and governance problems. Despite the surge of attention on the importance of powerful CEOs on firms’ performance and outcomes, there is surprisingly little evidence on how powerful CEOs influence corporate social responsibility (CSR), which has become an important corporate decision-making component. As the fundamental theory of CSR, the stakeholder theory argues that firms have multiple stakeholder groups including customers, suppliers, employees, community groups, investors and government agencies. The proper goal of managers is to meet or satisfy the objectives of these different stakeholder groups simultaneously. Hence, managers, especially CEOs, play an important role in the process of balancing and addressing the objectives of different stakeholder groups (Freeman and Evan, 1990; Donaldson and Preston, 1995; Jones, 1995; Pirson and Malhotra, 2011). However, when CEOs become more powerful, we argue that these CEOs are less likely to engage in CSR activities because they are more likely to take actions to maximize their own interests such as maintaining or even increasing their power at the expenses of stakeholders including shareholders (Bebchuk et al., 2011). Therefore, we posit a negative relation between CEO power and CSR.

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