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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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  • Can Ivory Towers Be Green? The Impact of Organization Size on Organizational Social Performance.Meike Eilert, Kristen Walker & Jenny Dogan - 2017 - Journal of Business Ethics 140 (3):537-549.
    Organizations differ tremendously in the extent to which they engage in socially responsible behavior and the extent to which this behavior is evaluated by stakeholders. This research examines the complex role of organization size as a driver of perceptions of an organization’s socially responsible behavior and its social performance. Using a unique data set of 302 organizations in the higher education industry, we find that the strength of the organization size–organizational social performance relationship is contingent on whether the organization is (...)
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  • Does Confucianism Reduce Board Gender Diversity? Firm-Level Evidence From China.Xingqiang Du - 2016 - Journal of Business Ethics 136 (2):399-436.
    This study extends previous literature on the association between Confucianism and corporate decisions by examining Confucianism’s influence on board gender diversity. Using a sample of Chinese listed firms during the period of 2001–2011 and geographic-proximity-based Confucianism variables, I provide strong and consistent evidence to show that Confucianism is significantly negatively associated with board gender diversity, suggesting that the proportion of women directors in the boardroom is significantly lower for firms surrounded by strong Confucianism atmosphere than for firms located in regions (...)
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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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  • Are Women CEOs Valuable in Terms of Bank Loan Costs? Evidence From China.Jin-hui Luo, Zeyue Huang, Xue Li & Xiaojing Lin - 2018 - Journal of Business Ethics 153 (2):337-355.
    Given that women CEOs are usually more risk averse, engage less in opportunistic behavior, and provide higher quality earnings than men CEOs, we argue that firms with women CEOs are likely to face lower operational and information risk and thus enjoy cheaper external funds. Using a large sample of Chinese A-share listed firms operating from 2006 to 2012, we find consistent evidence that Chinese banks tend to impose lower loan costs on firms with women CEOs compared to firms with men (...)
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  • The Impact of the Dual Board Structure and Board Diversity: Evidence From Chinese Initial Public Offerings.Hisham Farag & Chris Mallin - 2016 - Journal of Business Ethics 139 (2):333-349.
    Chinese listed companies have a two-tier governance structure that comprises a supervisory board/committee and the board of directors. However, as there is no hierarchical relationship between them, the two boards are independent. This is different from the governance mechanism in Continental Europe in which the SB appoints the directors of the management board; in this sense, the Chinese two-tier governance structure is unique. We investigate the impact of governance characteristics and ownership structure on gender diversity of both the BoD and (...)
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