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  1. Modeling Corporate Citizenship, Organizational Trust, and Work Engagement Based on Attachment Theory.Chieh-Peng Lin - 2010 - Journal of Business Ethics 94 (4):517 - 531.
    This study proposes a research model based on attachment theory, which examines the role of corporate citizenship in the formation of organizational trust and work engagement. In the model, work engagement is directly influenced by four dimensions of perceived corporate citizenship, including economic, legal, ethical, and discretionary citizenship, while work engagement is also indirectly affected by perceived corporate citizenship through the mediation of organizational trust. Empirical testing using a survey of personnel from 12 large firms confirms most of our hypothesized (...)
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  • Think Global, Invest Responsible: Why the Private Equity Industry Goes Green. [REVIEW]Patricia Crifo & Vanina D. Forget - 2013 - Journal of Business Ethics 116 (1):21-48.
    The growth of socially responsible investment (SRI) on public financial markets has drawn considerable academic attention over the last decade. Discarding from the previous literature, this article sets up to analyze the Private Equity channel, which is shown to have the potentiality to foster sustainable practices in unlisted companies. The fast integration of the environmental, social and governance issues by mainstream Private Equity investors is unveiled and appears to have benefited from the maturation of SRI on public financial markets and (...)
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  • Vice or Virtue? The Impact of Corporate Social Responsibility on Executive Compensation.Ye Cai, Hoje Jo & Carrie Pan - 2011 - Journal of Business Ethics 104 (2):159-173.
    We empirically examine the impact of corporate social responsibility (CSR) on CEO compensation using a large sample of the US firms from 1996 to 2010. We develop and test two hypotheses, the overinvestment hypothesis based on agency theory and the conflict–resolution hypothesis based on stakeholder theory. We find that the lag of CSR adversely affects both total compensation and cash compensation, after controlling for various firm and board characteristics. Our estimates show that an interquartile increase in CSR is followed by (...)
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  • The Manufacturing Sector’s Environmental Motives: A Game-Theoretic Analysis. [REVIEW]Richard John Fairchild - 2008 - Journal of Business Ethics 79 (3):333 - 344.
    What motivates manufacturing companies to make costly investments in producing in an environmentally clean manner? The traditional argument is that such behaviour is value reducing, and that therefore, firms must be forced by regulation to invest in “green” production processes. A counter-argument is that firms have an incentive to make environmental investments in an attempt to attract “green” consumers and investors, hence gaining competitive advantage over their rivals. In this paper, we employ a game-theoretic approach that demonstrates that competing firms’ (...)
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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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  • CEO Compensation and Sustainability Reporting Assurance: Evidence From the UK.Habiba Al-Shaer & Mahbub Zaman - 2019 - Journal of Business Ethics 158 (1):233-252.
    Companies are expected to monitor sustainable behaviour to help improve performance, enhance reputation and increase chances of survival. This paper examines the relationship between sustainability committees and independent external assurance on the inclusion of sustainability-related targets in CEO compensation contracts. Using a sample of UK FTSE350 companies for 2011–2015 and controlling for governance and firm characteristics, we find both board-level sustainability committees and sustainability reporting assurance have a positive and significant association with the inclusion of sustainability terms in compensation contracts. (...)
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  • Value-Enhancing Capabilities of CSR: A Brief Review of Contemporary Literature.Mahfuja Malik - 2015 - Journal of Business Ethics 127 (2):419-438.
    This study reviews and synthesizes the contemporary business literature that focuses on the role of corporate social responsibility to enhance firm value. The main objective of this review is to proffer a precise understanding of what has already been investigated and the findings of those investigations regarding the value-enhancing capabilities of CSR for public firms. In addition, this review identifies gaps in the existing literature, evaluates inconsistent findings, discusses possible data sources for empirical researchers, and provides direction for exploring other (...)
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  • CEO International Assignment Experience and Corporate Social Performance.Daniel J. Slater & Heather R. Dixon-Fowler - 2009 - Journal of Business Ethics 89 (3):473-489.
    Research suggests that international assignment experience enhances awareness of societal stakeholders, influences personal values, and provides rare and valuable resources. Based on these arguments, we hypothesize that CEO international assignment experience will lead to increased corporate social performance (CSP) and will be moderated by the CEO's functional background. Using a sample of 393 CEOs of S&P 500 companies and three independent data sources, we find that CEO international assignment experience is positively related to CSP and is significantly moderated by the (...)
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  • Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance?Karen Maas - 2018 - Journal of Business Ethics 148 (3):573-585.
    To deal with potential conflicts between the triple-bottom-line expectations of investors and the performance of executives, firms can use incentives by integrating corporate social performance targets into executive compensation. No evidence yet exists that CSP targets in executive compensation actually lead to an improvement of CSP results. Using a panel data set of 400 firms for the years 2008–2012 leading to 1846 firm-year observations, the relationships between CSP targets and CSP results and CSP improvements are analyzed. The results show that (...)
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  • Reconciling Different Views on Responsible Leadership: A Rationality-Based Approach. [REVIEW]Christof Miska, Christian Hilbe & Susanne Mayer - 2014 - Journal of Business Ethics 125 (2):1-12.
    Business leaders are increasingly responsible for the societal and environmental impacts of their actions. Yet conceptual views on responsible leadership differ in their definitions and theoretical foundations. This study attempts to reconcile these diverse views and uncover the phenomenon from a business leader’s point of view. Based on rational egoism theory, this article proposes a formal mathematical model of responsible leadership that considers different types of incentives for stakeholder engagement. The analyses reveal that monetary and instrumental incentives are neither sufficient (...)
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  • Revisiting the Effect of Family Involvement on Corporate Social Responsibility: A Behavioral Agency Perspective.Victor Cui, Shujun Ding, Mingzhi Liu & Zhenyu Wu - 2018 - Journal of Business Ethics 152 (1):291-309.
    This paper sheds light on the incongruent findings concerning the relationship between family involvement and firms’ corporate social responsibility. While prior studies have mainly taken the perspective of families’ socioemotional wealth preservation, we approach this relationship from the perspective of behavioral agency theory, highlighting the important role played by CEOs’ family memberships. Specifically, we posit that family firms are more likely to invest in CSR when their CEOs are members of the controlling families. Furthermore, we examine how family firms can (...)
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  • Corporate Governance and Executive Compensation for Corporate Social Responsibility.Bryan Hong, Zhichuan Li & Dylan Minor - 2016 - Journal of Business Ethics 136 (1):199-213.
    We link the corporate governance literature in financial economics to the agency cost perspective of corporate social responsibility to derive theoretical predictions about the relationship between corporate governance and the existence of executive compensation incentives for CSR. We test our predictions using novel executive compensation contract data, and find that firms with more shareholder-friendly corporate governance are more likely to provide compensation to executives linked to firm social performance outcomes. Also, providing executives with direct incentives for CSR is an effective (...)
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  • Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers.Fuming Jiang, Tatiana Zalan, Herman H. M. Tse & Jie Shen - 2018 - Journal of Business Ethics 147 (2):419-444.
    The literature on antecedents of corporate social responsibility strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm’s internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using (...)
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  • When CEO Career Horizon Problems Matter for Corporate Social Responsibility: The Moderating Roles of Industry-Level Discretion and Blockholder Ownership.Won-Yong Oh, Young Kyun Chang & Zheng Cheng - 2016 - Journal of Business Ethics 133 (2):279-291.
    This paper examines the influence of CEO career horizon problems on corporate social responsibility. We assume that as CEOs are getting older, they tend to disengage in CSR due to their shorter career horizons. We further argue that high levels of industry-level discretion and blockholder ownership amplify the negative effects of CEO age on CSR. Using a panel sample of US-based firms over 2004–2009, we do not find the main effect of CEO age on CSR, but find support for the (...)
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  • What Drives Managerial Perks? An Empirical Test of Competing Theoretical Perspectives.Hua Zhang, Yuanyang Song & Yuan Ding - 2015 - Journal of Business Ethics 132 (2):259-275.
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  • The Role of Board Environmental Committees in Corporate Environmental Performance.Heather R. Dixon-Fowler, Alan E. Ellstrand & Jonathan L. Johnson - 2017 - Journal of Business Ethics 140 (3):423-438.
    This study explores the relationship between board environmental committees and corporate environmental performance. We propose that board environmental committees will be positively associated with CEP. Moreover, we argue that the composition of the committee as well as the presence of a sustainability manager will influence this relationship. Our results find support for a positive association between board environmental committees and CEP. Further, the presence of a senior-level environmental manager positively moderates this relationship, but is not effective in isolation. Unexpectedly, no (...)
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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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  • The Effect of CEOs’ Turnover on the Corporate Sustainability Performance of French Firms.Yohan Bernard, Laurence Godard & Mohamed Zouaoui - 2018 - Journal of Business Ethics 150 (4):1049-1069.
    This paper examines the relationship between turnover among chief executive officers and corporate sustainability performance by identifying the influence of two major types of succession to the top job and the reasons for change. Our model also integrates the firm’s past prioritization of CSP and the impact of a company’s participation in the Global Reporting Initiative. Upper echelons theory and agency theory frameworks are adopted to understand CSP. Using an analysis of panel data for 88 public companies across 13 years (...)
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  • The Role of CEO’s Personal Incentives in Driving Corporate Social Responsibility.Michele Fabrizi, Christine Mallin & Giovanna Michelon - 2014 - Journal of Business Ethics 124 (2):311-326.
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  • The Manufacturing Sector’s Environmental Motives: A Game-Theoretic Analysis.Richard John Fairchild - 2008 - Journal of Business Ethics 79 (3):333-344.
    What motivates manufacturing companies to make costly investments in producing in an environmentally clean manner? The traditional argument is that such behaviour is value reducing, and that therefore, firms must be forced by regulation to invest in "green" production processes. A counter-argument is that firms have an incentive to make environmental investments in an attempt to attract "green" consumers and investors, hence gaining competitive advantage over their rivals. In this paper, we employ a game-theoretic approach that demonstrates that competing firms' (...)
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  • Whether Top Executives' Turnover Influences Environmental Responsibility: From the Perspective of Environmental Information Disclosure. [REVIEW]X. H. Meng, S. X. Zeng, C. M. Tam & X. D. Xu - 2013 - Journal of Business Ethics 114 (2):341-353.
    We have empirically examined the relationship between top executives’ turnover and the corporate environmental responsibility by identifying the influence of ten specific turnover reasons resulting in the chairman’s departure and two important types of chairman’s succession. Using a sample of 782 manufacturing listed companies across 3 years in China, we find that the corporate environmental responsibility is negatively associated with the involuntary and negative turnover (i.e., dismissal, health and death, and forced resignation) and positively associated with improving corporate governance, and (...)
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