This study investigates the effect of the COVID-19 global pandemic on the relationship between corporate social responsibility (CSR) and a firm’s sustainability. Prior studies on related topics empirically argue that CSR activities are highly likely to positively impact corporate sustainability. If this is true, firms that engage in CSR activities should demonstrate a higher degree of sustainability than their counterparts during the recent COVID-19 global pandemic. Using a sample of 390 Korean listed companies from 2019 to 2020, we find that CSR has no significant relationship with firm value variations as a proxy for sustainability during the COVID-19 global pandemic period. Our findings suggest that firms that engage in more active CSR activities do not appear to mitigate the market risk associated with the COVID-19 global pandemic compared to their counterparts who engage in less active CSR activities. That is, CSR does not provide a significant cushion that alleviates a firm’s market risk exposure, as heralded by COVID-19. Unlike previous studies that argue that CSR has positive effects on sustainability, our studies suggest that CSR’s impact on sustainability seems to be significantly lowered when uncontrollable market risks occur. It is important to note that this study has methodological limitations in that it was analyzed using proxy variables for CSR and sustainability measurement in Korea. For future studies, it would be insightful to expand the CSR concept to ESG and conduct research using longer-term data in the post-pandemic era.

We revisit the debate on whether a firm’s corporate social responsibility (CSR) activities enhance firm value. Research on related topics has produced mixed results suggesting a need to further investigate factors that directly or indirectly impact the CSR–firm value association. To this end, we examine if a firm’s adoption of a golden parachute (GP) moderates the relationship between CSR and firm value. We also investigate if diversity-based innovation as it pertains to the gender of executives reveals any difference in the CSR–firm value relation. Using a sample of 11,065 firm-year observations of publicly traded US firms from 2007 to 2016, we find that CSR activities are significantly and positively associated with firm value. More importantly, our study shows that for US firms that issue GPs, this severance pay strengthens this positive relationship, suggesting that CEOs with a GP engage in more value-enhancing innovative CSR projects than their counterparts without it. This finding supports the conflict resolution theory and the resource-based view of the firm. A test to examine if the gender of the corporate executives alters their behavior towards CSR when the GP protects them shows an inverse relationship between female executives and CSR–firm value association. This interesting finding lends credence to related theories suggesting that women in male-dominated fields may feel pressured to conform to the stereotype of women as less competent than men and may adopt traditionally masculine behaviors to counteract this stereotype. As they climb the corporate leadership ladder endowed with a GP, the stereotype threat may still prevail, adversely affecting the CSR–firm value outcomes. These results remain robust after a series of sensitivity tests.