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  1.  19
    Patterns of Corporate Responsibility Practices for High Financial Performance: Evidence From Three Chinese Societies. [REVIEW]Na Ni, Carolyn Egri, Carlos Lo & Carol Yeh-Yun Lin - 2015 - Journal of Business Ethics 126 (2):1-15.
    The growing literature on corporate responsibility (CR) has drawn attention to how different CR practices complement each other and interact in the form of configurations. This study investigated CR patterns associated with high financial performance for 466 firms in Mainland China, Hong Kong, and Taiwan. We applied a set-theoretic approach using qualitative comparative analysis to identify similarities and differences across these three societies in configurations of CR practices relating to customer, employee, investor, community, and environmental stakeholder groups. The extent to (...)
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  2.  69
    The Role of Business Ethics in Merger and Acquisition Success: An Empirical Study.Carol Yeh-Yun Lin & Yu-Chen Wei - 2006 - Journal of Business Ethics 69 (1):95-109.
    The purpose of this paper is to explore job performance, mergers and acquisitions (M&A) from an ethical perceptive. A great number of studies have extensively discussed the link between M&A and performance; however, most focused on the financial functions and strategy selections. Although ethical issues emerge in the M&A process, it is a less studied area. This study adopted the structural equation modeling approach to empirically test our hypotheses. Based on 264 samples from financial companies, data analyses indicated that ethical (...)
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  3. The Role of Board Chair in the Relationship Between Board Human Capital and Firm Performance.Carol Yeh-Yun Lin, Yu-Chen Wei & Ming-Hsueh Chen - 2006 - International Journal of Business Governance and Ethics 2 (s 3-4):329-340.
    This study aims to investigate the moderating effect of the board chair's role on the relationship between board human capital and firm performance. Board human capital has been regarded as a valuable asset that enhances firm performance. Especially, the board chair plays a crucial role in developing this high-echelon human capital. This study utilises a set of longitudinal data to examine 275 firms in Taiwan. The result indicates that board human capital is positively related to firm performance, and the individual (...)
     
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