5 found
  1.  84
    Board Composition and Corporate Philanthropy.Jia Wang & Betty S. Coffey - 1992 - Journal of Business Ethics 11 (10):771 - 778.
    Using agency theory, this study empirically examined the relationship between board composition and corporate philanthropy. Generally, the ratio of insiders to outsiders, the percentage of insider stock ownership, and the proportion of female and minority board members were found to be positively and significantly associated with firms'' charitable contributions.
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  2.  75
    Board Diversity and Managerial Control as Predictors of Corporate Social Performance.Betty S. Coffey & Jia Wang - 1998 - Journal of Business Ethics 17 (14):1595-1603.
    While it is widely assumed that greater diversity in corporate governance will enhance a firm’s 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 (...)
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  3.  72
    Institutional Ownership of Stock and Dimensions of Corporate Social Performance: An Empirical Examination. [REVIEW]Betty S. Coffey & Gerald E. Fryxell - 1991 - Journal of Business Ethics 10 (6):437 - 444.
    Collectively, institutions own an increasing proportion of outstanding corporate equities. As an emergent force in shaping corporate America, the linkages between institutional ownership and corporate social performance (CSP) require empirical examination. Not only do corporate policy makers need to know those areas where social performance may lure or inhibit capital infusions, lawmakers also need a better understanding of the social forces guiding corporate policy. As anticipated, this study found a positive relationship between the amount of institutional ownership of corporate stock (...)
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  4.  9
    Transforming Good Intentions Into Social Impact: A Case on the Creation and Evolution of a Social Enterprise.Elizabeth A. R. Fowler, Betty S. Coffey & Heather R. Dixon-Fowler - 2019 - Journal of Business Ethics 159 (3):665-678.
    Process models are valuable conceptual tools to help in understanding the approaches to value creation in social enterprises. This teaching case illustrates the application of a process model about creating, building, and sustaining a social enterprise with a mission to provide clean water to communities in need. The social enterprise generates revenue in support of community water projects and works with community stakeholders in different locations throughout the world to provide sustainable clean water solutions. The case study uses primary data (...)
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  5.  12
    Hosptial Executives and Ethics Committees.B. Bryan Hilliard, Betty S. Coffey & Roy B. Johnson - 1999 - Jona's Healthcare Law, Ethics, and Regulation 1 (1):25.
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