David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 17 (14):1595-1603 (1998)
While it is widely assumed that greater diversity in corporate governance will enhance a firms corporate social performance, this study considers an alternative thesis which relates managerial control to corporate philanthropy. The study empirically evaluates both board diversity and managerial control of the board as possible predictors of corporate philanthropy. The demonstration of a positive relationship between managerial control and corporate philanthropy contributes to our understanding that corporate social performance results from a complex set of economic and social motives. Possible future research and managerial implications are discussed.
|Keywords||Philosophy Ethics Business Education Economic Growth Management|
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Citations of this work BETA
Maretno Harjoto, Indrarini Laksmana & Robert Lee (forthcoming). Board Diversity and Corporate Social Responsibility. Journal of Business Ethics.
Ran Zhang, Jigao Zhu, Heng Yue & Chunyan Zhu (2010). Corporate Philanthropic Giving, Advertising Intensity, and Industry Competition Level. Journal of Business Ethics 94 (1):39 - 52.
Stephen Brammer & Andrew Millington (2006). Firm Size, Organizational Visibility and Corporate Philanthropy: An Empirical Analysis. Business Ethics 15 (1):6–18.
Jason Q. Zhang, Hong Zhu & Hung-bin Ding (2013). Board Composition and Corporate Social Responsibility: An Empirical Investigation in the Post Sarbanes-Oxley Era. [REVIEW] Journal of Business Ethics 114 (3):381-392.
Taïeb Hafsi & Gokhan Turgut (2013). Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence. [REVIEW] Journal of Business Ethics 112 (3):463-479.
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