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
Firm Size, Organizational Visibility and Corporate Philanthropy: An Empirical Analysis.Stephen Brammer & Andrew Millington - 2006 - Business Ethics 15 (1):6–18.
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.
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.
Board Diversity and Corporate Social Responsibility.Maretno Harjoto, Indrarini Laksmana & Robert Lee - 2015 - Journal of Business Ethics 132 (4):641-660.
Corporate Philanthropic Disaster Response and Ownership Type: Evidence From Chinese Firms' Response to the Sichuan Earthquake. [REVIEW]Ran Zhang, Zabihollah Rezaee & Jigao Zhu - 2009 - Journal of Business Ethics 91 (1):51 - 63.
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