When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility
Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility (CSR) in a sample of large Australian public firms. Specifically, this study posits that outside directors and women on boards are compl...
| Main Author: | |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Springer Science + Business Media B. V
2016
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| In: |
Journal of business ethics
Year: 2016, Volume: 136, Issue: 2, Pages: 281-292 |
| Further subjects: | B
Resource-based view of the firm
B Outside directors B Gender diversity B Corporate social responsibility B Corporate governance B Complementary resources |
| Online Access: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
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| 520 | |a Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility (CSR) in a sample of large Australian public firms. Specifically, this study posits that outside directors and women on boards are complementary in that their multiplicative effect incrementally influences CSR above their individual, independent effects. The hypothesis is confirmed. Further, the study tests the interactive effect of a senior CSR manager, determining the independent and complementary effects of managerial resources upon board resources. The results suggest that a senior CSR manager has both an independent and complementary effect, offering support for the hypotheses. The findings offer some confirmation of resource-based theory, demonstrating that board resources can be complementary within the boardroom context and complementary to management in positively affecting firm outcomes. | ||
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| 650 | 4 | |a Complementary resources | |
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| STA | 0 | 0 | |a Corporate governance,Corporate control,Corporate social responsibility |
| STB | 0 | 0 | |a Gouvernement d'entreprise,Responsabilité sociale de l'entreprise |
| STC | 0 | 0 | |a Gobierno corporativo,Responsabilidad social de la empresa |
| STD | 0 | 0 | |a Corporate governance,Governo d'impresa,Governo d'impresa,Corporate social responsibility,Responsabilità sociale d'impresa,Responsabilità sociale d'impresa |
| STE | 0 | 0 | |a 企业管理,商团治理,公司治理 |
| STF | 0 | 0 | |a 企業社會責任,企業管理,商團治理,公司治理 |
| STG | 0 | 0 | |a Governança corporativa,Responsabilidade social da empresa |
| STH | 0 | 0 | |a Корпоративная социальная ответственность,Корпоративное управление |
| STI | 0 | 0 | |a Εταιρική διακυβέρνηση,Corporate governance,Εταιρική κοινωνική ευθύνη,Corporate social responsibility |
| SYE | 0 | 0 | |a Corporate social responsibility,Corporate citizenship,Corporate environment responsibility,Corporate environmental responsibility,Corporate responsibility,Corporate sustainability management,Corporate volunteering,CSR (Corporate social responsibility),Environmental social governance,ESG,Gesellschaftliche Unternehmensverantwortung,Gesellschaftliche Verantwortung von Unternehmen,Gesellschaftliches Engagement von Unternehmen,Nachhaltigkeitsmanagement,Soziale Verantwortung von Unternehmen,Soziales Engagement von Unternehmen,Unternehmensverantwortung,Unternehmerische Sozialverantwortung,CSR,Corporate Citizenship,Unternehmerische Gesellschaftsverantwortung,Unternehmerische Sozialverantwortung,Unternehmen , Unternehmenskontrolle,Unternehmensüberwachung |