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  1. To What Extent Do Gender Diverse Boards Enhance Corporate Social Performance?Claude Francoeur, Réal Labelle, Souha Balti & Saloua E. L. Bouzaidi - 2019 - Journal of Business Ethics 155 (2):343-357.
    The inconclusiveness of previous research on the association between gender diverse boards and corporate social performance has led us to revisit the question in light of stakeholder management and institutional theories. Given that corporate social responsibility is a multidimensional concept, we test the influence of GDB on various groups of stakeholders. By considering the interaction between stakeholders’ power and directors’ personal motivations toward the prioritization of stakeholders’ claims, we find that GDB are positively related to CSR dimensions that are related (...)
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  • How Corporate Social Performance is Institutionalised Within the Governance Structure.Frank J. de Graaf & Cor A. J. Herkströter - 2007 - Journal of Business Ethics 74 (2):177-189.
    Since Ackerman in Corporate social responsiveness, the modern dilemma (1973), pleaded for the institutionalisation of corporate social performance (CSP) in business processes, researchers have focused on the role of strategy in CSP. This article demonstrates that CSP is institutionalised within the governance structure. We will attempt to make this clear by means of a description of the Dutch system of corporate governance. Under certain circumstances Dutch companies are already bound to CSP due to prevailing legislation. A governance perspective shows that (...)
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  • Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence. [REVIEW]Taïeb Hafsi & Gokhan Turgut - 2013 - Journal of Business Ethics 112 (3):463-479.
    In this paper, we seek to answer two questions: (1) what does boardroom diversity stand for in the strategic management literature? And, (2) is there a significant relationship between boardroom diversity and corporate social performance. We first clarify the boardroom diversity concept, distinguishing between a structural diversity of boards and a demographic diversity in boards, and then we investigate its possible linkage to social performance in a sample of S&P500 firms. We find a significant relationship between diversity in boards and (...)
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  • Critical Mass of Women on BODs, Multiple Identities, and Corporate Philanthropic Disaster Response: Evidence From Privately Owned Chinese Firms.Ming Jia & Zhe Zhang - 2013 - Journal of Business Ethics 118 (2):303-317.
    Although previous studies focus on the role of women in the boardroom and corporate response to natural disasters, none evaluate how women directors influence corporate philanthropic disaster response (CPDR). This study collects data on the philanthropic responses of privately owned Chinese firms to the Wenchuan earthquake of May 12, 2008, and the Yushu earthquake of April 14, 2010. We find that when at least three women serve on a board of directors (BOD), their companies’ responses to natural disasters are more (...)
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  • Corporate Philanthropic Disaster Response and Ownership Type: Evidence From Chinese Firms' Response to the Sichuan Earthquake. [REVIEW]Ran Zhang, Zabihollah Rezaee & Jigao Zhu - 2010 - Journal of Business Ethics 91 (1):51 - 63.
    This article examines whether the charitable giving amount and likelihood of firm response to catastrophic events relate to firms' ownership type using a unique dataset of listed firms in China, where state ownership is still prevalent. Based on the data of Chinese firms' response to the 2008 Sichuan earthquake, we find that the extent of corporate contributions for state-owned firms following this disaster is less than that for private firms. State-owned firms are also less likely to respond in this disaster (...)
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  • Managers' Moral Decision-Making Patterns Over Time: A Multidimensional Approach. [REVIEW]Johanna Kujala, Anna-Maija Lämsä & Katriina Penttilä - 2011 - Journal of Business Ethics 100 (2):191 - 207.
    Taking multidimensional ethics scale approach, this article describes an empirical survey of top managers' moral decision-making patterns and their change from 1994 to 2004 during morally problematic situations in the Finnish context. The survey questionnaire consisted of four moral dilemmas and a multidimensional scale with six ethical dimensions: justice, deontology, relativism, utilitarianism, egoism and female ethics. The managers evaluated their decision-making in the problems using the multidimensional ethics scale. Altogether 880 questionnaires were analysed statistically. It is concluded that relying on (...)
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  • Social Media for Socially Responsible Firms: Analysis of Fortune 500’s Twitter Profiles and Their CSR/CSIR Ratings.Kiljae Lee, Won-Yong Oh & Namhyeok Kim - 2013 - Journal of Business Ethics 118 (4):791-806.
  • Developing Moral Principles and Scenarios in the Light of Diversity: An Extension to the Multidimensional Ethics Scale.Johanna Kujala & Tarja Pietiläinen - 2007 - Journal of Business Ethics 70 (2):141-150.
    The purpose of this article is to develop the multidimensional ethics scale and moral scenarios that allow or even support diversity in managers’ reactions when measuring their moral decision-making. This means that we expand the multidimensional ethics scale with a female ethics dimension and take a critical look at the previously used scenarios in the light of diversity. Furthermore, we develop two new scenarios in order to better attain diversity in managers’ moral decision-making. Diversity is primarily looked at from a (...)
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  • Appointing Women to Boards: Is There a Cultural Bias?Amalia Carrasco, Claude Francoeur, Réal Labelle, Joaquina Laffarga & Emiliano Ruiz-Barbadillo - 2015 - Journal of Business Ethics 129 (2):429-444.
    Companies that are serious about corporate governance and business ethics are turning their attention to gender diversity at the most senior levels of business . Board gender diversity has been the subject of several studies carried out by international organizations such as Catalyst , the World Economic Forum , and the European Board Diversity Analysis . They all lead to reports confirming the overall relatively low proportion of women on boards and the slow pace at which more women are being (...)
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  • Firm Size, Organizational Visibility and Corporate Philanthropy: An Empirical Analysis.Stephen Brammer & Andrew Millington - 2006 - Business Ethics 15 (1):6–18.
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  • Female Presence on Corporate Boards: A Multi-Country Study of Environmental Context.Siri Terjesen & Val Singh - 2008 - Journal of Business Ethics 83 (1):55-63.
    A growing body of ethics research investigates gender diversity and governance on corporate boards, at individual and firm levels, in single country studies. In this study, we explore the environmental context of female representation on corporate boards of directors, using data from 43 countries. We suggest that women's representation on corporate boards may be shaped by the larger environment, including the social, political and economic structures of individual countries. We use logit regression to conduct our analysis. Our results indicate that (...)
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  • Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure.Toru Yoshikawa & Helen Wei Hu - 2017 - Journal of Business Ethics 143 (1):99-109.
    While directors’ task boundaries are usually ambiguous, some of their activities or behaviors clearly constitute their formal duties, whereas others are usually perceived as organizational citizenship behavior. Applying identity theory, we present a theoretical model that demonstrates one of the key drivers for directors to engage in OCB with a focus on their role identity. We argue that an individual director’s role identity is one of the key factors that motivate directors to engage in OCB. Furthermore, we propose that two (...)
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  • Battling the Devolution in the Research on Corporate Philanthropy.Kellie Liket & Ana Simaens - 2015 - Journal of Business Ethics 126 (2):1-24.
    The conceptual literature increasingly portrays corporate philanthropy (CP) as an old-fashioned and ineffective operationalization of a firm’s corporate social responsibility. In contrast, empirical research indicates that corporations of all sizes, and both in developed and emerging economies, actively practice CP. This disadvantaged status of the concept, and research, on CP, complicates the advancement of our knowledge about the topic. In a systematic review of the literature containing 122 journal articles on CP, we show that this business practice is loaded with (...)
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  • Is Corporate Philanthropy Used as Environmental Misconduct Dressing? Evidence From Chinese Family-Owned Firms.Xingqiang Du - 2015 - Journal of Business Ethics 129 (2):341-361.
    In this study, I examine the hidden connection between corporate philanthropic giving and corporate environmental misconduct. Using survey data from Chinese family-owned firms, I provide strong and consistent evidence to show that corporate environmental misconduct is significantly positively associated with corporate philanthropic giving, suggesting that some Chinese family-owned firms act philanthropically to divert public attention from their environmentally unfriendly behavior. Moreover, the positive association between corporate environmental misconduct and corporate philanthropic giving is less pronounced for politically connected family-owned firms than (...)
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  • How Do Board Size and Occupational Background of Directors Influence Social Performance in For-Profit and Non-Profit Organizations? Evidence From California Hospitals.Ge Bai - 2013 - Journal of Business Ethics 118 (1):171-187.
    This study investigates how board size and occupational background of directors differentially influence social performance in for-profit and non-profit organizations. Using data from California hospitals, we develop a quantitative measure of social performance and provide the following empirical evidence. First, board size is negatively (positively) associated with social performance in for-profit (non-profit) hospitals. Second, the presence of government officials on the board is negatively (positively) related to social performance in for-profit (non-profit) hospitals. Third, representation of physicians on the board is (...)
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  • Fraud in Sustainability Departments? An Exploratory Study.Maria Steinmeier - 2016 - Journal of Business Ethics 138 (3):477-492.
    While sustainability is largely associated with do-gooders, this article discusses whether and how fraud might also be an issue in sustainability departments. More specifically, transferring the concept of the fraud triangle to sustainability departments I discuss possible pressures/incentives, opportunities, and rationalizations/attitudes for sustainability managers to commit fraud. Based on interviews with sustainability and forensic practitioners, my findings suggest that sustainability managers face mounting pressure and have opportunities to manipulate due to an immature control environment. Whether a presumably morality-driven attitude may (...)
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  • Board Composition and Corporate Social Responsibility: An Empirical Investigation in the Post Sarbanes-Oxley Era. [REVIEW]Jason Q. Zhang, Hong Zhu & Hung-bin Ding - 2013 - Journal of Business Ethics 114 (3):381-392.
    Although the composition of the board of directors has important implications for different aspects of firm performance, prior studies tend to focus on financial performance. The effects of board composition on corporate social responsibility (CSR) performance remain an under-researched area, particularly in the period following the enactment of the Sarbanes-Oxley Act of 2002 (SOX). This article specifically examines two important aspects of board composition (i.e., the presence of outside directors and the presence of women directors) and their relationship with CSR (...)
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  • Women and Employee-Elected Board Members, and Their Contributions to Board Control Tasks.Morten Huse, Sabina Tacheva Nielsen & Inger Marie Hagen - 2009 - Journal of Business Ethics 89 (4):581-597.
    We present results from a study about women and employee-elected board members, and fill some of the gaps in the literature about their contribution to board effectiveness. The empirical data are from a unique data set of Norwegian firms. Board effectiveness is evaluated in relation to board control tasks, including board corporate social responsibility (CSR) involvement. We found that the contributions of women and employee-elected board members varied depending on the board tasks studied. In the article we also explored the (...)
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  • Exploring the Relationship Between Board Characteristics and CSR: Empirical Evidence From Korea.Young Kyun Chang, Won-Yong Oh, Jee Hyun Park & Myoung Gyun Jang - 2017 - Journal of Business Ethics 140 (2):225-242.
    Previous studies in Western contexts have examined the relationships between various board characteristics and CSR, yet the relationships need to be re-examined in non-Western contexts given differential theoretical premises across contexts. We specifically propose that the effects of board characteristics on CSR in Korea should be patterned distinctively from Western-based existing literature, focusing on three important board characteristics, such as a board’s independence, social ties, and diversity. Using a panel dataset from large Korean firms, we found that various relationships between (...)
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  • Corporate Social Irresponsibility and Executive Succession: An Empirical Examination.Shih-Chi Chiu & Mark Sharfman - 2018 - Journal of Business Ethics 149 (3):707-723.
    This study contributes to the corporate social responsibility, stakeholder theory, and executive succession literature by examining the effect of corporate social irresponsibility on strategic leadership turnover. We theorize that firms’ CSiR increases the likelihood of executive turnover. We also investigate the nature of succession and successor origin following CSiR. We further examine how the CSiR–CEO succession relationship is moderated by firm visibility to stakeholders and industry dynamism. Our results, based on a dataset of 248 U.S. public firms between 2001 and (...)
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  • Corporate Philanthropy and Risk Management: An Investigation of Reinsurance and Charitable Giving in Insurance Firms.Mike Adams, Stefan Hoejmose & Zafeira Kastrinaki - 2017 - Business Ethics Quarterly 27 (1):1-37.
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  • Board Composition and Corporate Social Responsibility: The Role of Diversity, Gender, Strategy and Decision Making.Kathyayini Rao & Carol Tilt - 2016 - Journal of Business Ethics 138 (2):327-347.
    This paper aims to critically review the existing literature on the relationship between corporate governance, in particular board diversity, and both corporate social responsibility and corporate social responsibility reporting and to suggest some important avenues for future research in this field. Assuming that both CSR and CSRR are outcomes of boards’ decisions, this paper proposes that examining boards’ decision making processes with regard to CSR would provide more insight into the link between board diversity and CSR. Particularly, the paper stresses (...)
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  • Corporate Social Responsibility in China: A Corporate Governance Approach.ChungMing Lau, Yuan Lu & Qiang Liang - 2016 - Journal of Business Ethics 136 (1):73-87.
    This study examines the effects of corporate governance mechanisms on CSR performance in an emerging economy, China. Because of the need of gaining legitimacy in the new institutional context, Chinese firms have to adopt global CSR practices in order to remain competitive. Using the corporate governance framework, this study examines how board composition, ownership, and TMT composition influence corporate social performance. The propositions are tested using data gathered from 471 firms in China. By and large, empirical findings supported the hypothesized (...)
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  • Corporate Philanthropic Disaster Response and Ownership Type: Evidence From Chinese Firms’ Response to the Sichuan Earthquake.Ran Zhang, Zabihollah Rezaee & Jigao Zhu - 2010 - Journal of Business Ethics 91 (1):51-63.
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  • How Corporate Social Performance Is Institutionalised Within the Governance Structure.Frank J. De Graaf & Cor A. J. Herkströter - 2007 - Journal of Business Ethics 74 (2):177 - 189.
    Since Ackerman in Corporate social responsiveness, the modern dilemma (1973), pleaded for the institutionalisation of corporate social performance (CSP) in business processes, researchers have focused on the role of strategy in CSP. This article demonstrates that CSP is institutionalised within the governance structure. We will attempt to make this clear by means of a description of the Dutch system of corporate governance. Under certain circumstances Dutch companies are already bound to CSP due to prevailing legislation. A governance perspective shows that (...)
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  • Firm Size, Organizational Visibility and Corporate Philanthropy: An Empirical Analysis.Stephen Brammer & Andrew Millington - 2006 - Business Ethics: A European Review 15 (1):6-18.
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  • Corporate Philanthropic Giving, Advertising Intensity, and Industry Competition Level.Ran Zhang, Jigao Zhu, Heng Yue & Chunyan Zhu - 2010 - Journal of Business Ethics 94 (1):39-52.
    This article examines whether the likelihood and amount of firm charitable giving in response to catastrophic events are related to firm advertising intensity, and whether industry competition level moderates this relationship. Using data on Chinese firms’ philanthropic response to the 2008 Sichuan earthquake, we find that firm advertising intensity is positively associated with both the probability and the amount of corporate giving. The results also indicate that this positive advertising intensity-philanthropic giving relationship is stronger in competitive industries, and firms in (...)
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  • Managers’ Moral Decision-Making Patterns Over Time: A Multidimensional Approach.Johanna Kujala, Anna-Maija Lämsä & Katriina Penttilä - 2011 - Journal of Business Ethics 100 (2):191-207.
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  • Board Diversity and Corporate Social Responsibility.Maretno Harjoto, Indrarini Laksmana & Robert Lee - 2015 - Journal of Business Ethics 132 (4):641-660.
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  • Political Connection, Ownership Structure, and Corporate Philanthropy in China: A Strategic-Political Perspective.Huiying Wu, Xianzhong Song & Sihai Li - 2015 - Journal of Business Ethics 129 (2):399-411.
    This paper investigates whether philanthropic giving decisions and amount of charitable giving are related to firms’ political connections and ownership type. To this end, Chinese firms listed on either the Shenzhen or Shanghai stock exchange between 2004 and 2011 are examined, where government interference in the business sector is prevalent, state ownership structure is dominant, and corporate political connections prevail. Our analyses show a significant and positive relationship between political connections and the likelihood and extent of firm contributions; a significant (...)
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  • The Impact of Operational Diversity on Corporate Philanthropy: An Empirical Study of U.S. Companies. [REVIEW]Jean D. Kabongo, Kiyoung Chang & Ying Li - 2013 - Journal of Business Ethics 116 (1):49-65.
    This paper investigates the impact of diversity on corporate philanthropy. Compared to previous studies that have considered the influence of board diversity and CEO gender on corporate philanthropy, this study introduces the concept of operational diversity, which is the implementation of diversity programs at management, employee, and supply chain levels, and further, it explains why operational diversity influences corporate philanthropy, by using the premises of resource dependence theory. Second, this study also investigates the influence of board diversity on corporate philanthropy. (...)
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  • Monitoring Intensity and Stakeholders' Orientation: How Does Governance Affect Social and Environmental Disclosure? [REVIEW]Christine Mallin, Giovanna Michelon & Davide Raggi - 2013 - Journal of Business Ethics 114 (1):29-43.
    The aim of the paper is to investigate the effects of the corporate governance model on social and environmental disclosure (SED). We analyze the disclosures of the 100 U.S. Best Corporate Citizens in the period 2005–2007, and we posit a series of simultaneous relationships between different attributes of the governance system and a multidimensional construct of corporate social performance (CSP). We consider both the extent and the quality of SED, with the purpose of identifying increasing levels of corporate commitment to (...)
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