Adoption of Corporate Social Responsibility: Board Competencies and Roles

Abstract

This study aims to discover non-executive directors' competencies that important to improve their roles towards the adoption of Corporate Social Responsibility (CSR). To begin with, the review of the existing body of literature on the topic of Corporate Governance (CG) codes and the survey of numerous postulations offered is conducted. A qualitative interpretive approach is adopted, based on in-depth interviews conducted with board and management levels of the two companies operate in Saudi Arabia. The key outcomes of the study suggest that (i) NEDs' independence represents a typical practice in CG and; (ii) NEDs' competencies and roles represent a governance issue which needs to be addressed via CG code to protect the stakeholder groups. The findings imply a shift in the recent focus on developing and reforming CG Codes towards CSR orientation and the growing role of NEDs in stakeholder's protection. The key contribution of the study can be found in the enhancement of the current level of understanding of non-executive directors' competencies and role and the improvement of CG codes to address the issue of stakeholder engagement. The multiple-theoretical framework including aspects of resources dependence, stakeholder and resource-based view of the firm theories allows for the interpretation of the link between NEDs competencies and roles in the CSR context. Board members and managers can find this study useful in improving the election criteria of NEDs' appointing mechanisms. Additional implications relate to policy makers as the need for increasing the regulatory capacity and legal systems in the area of CG reform is highlighted. Stakeholder's pressures and forced and normative variety in particular have the potential to enhance the level of CSR adoption.

The influence of corporate governance structure on sustainability reporting in Malaysia

“…The board is considered as a mechanism that may provide access to crucial resources for firm survival (Corbetta and Salvato, 2004) through board capital that can be categorised as human capital (experience, skill and status) and relational capital (a network of relations with other firms and external parties) (Hillman and Dalziel, 2003). The important association between directors' capital and their resource dependence role in sustainability context is highlighted by Alshareef and Sandhu (2015).…”

Diagnóstico E Análise Das Competências Dos Conselheiros De Administração

“…A competência de saber conversar de maneira objetiva é listada como a mais importante para os conselheiros; outras competências citadas foram em relação a conhecer as leis necessárias para o trabalho (Andre, 2010 (Alshareef & Sandhu, 2015).…”