Board Gender Diversity and Corporate Social Performance in Different Industry Groups: Evidence from China

Abstract

This paper examines the heterogeneous links between board gender diversity and corporate social performance in different industries across China. OLS regression models are approximated using the data of Chinese industries from 2009 to 2015. Robustness test and two-stage least square (2SLS) methods are incorporated to cater for robustness and endogeneity. Board gender diversity (BGD) stimulates corporate social performance (CSP) of firms with environmental and social risk exposure regardless of critical mass and directors’ independence. It does so for firms with governance risk exposure while incorporating the critical mass effect and the director’s independence. Overall, the positive effect of BGD is prevalent in different industries at an aggregate level while considering firms with an overall ESG risk exposure. The findings imply that BGD can mitigate the ESG risk exposure in terms of enhancing the CSP and the advantage can be transpired with the inclusion of even one female director (independent or executive) to the board. The study also highlights that BGD enhances CSP in industries with more environmental and social risk exposure while doing so in industries with governance risk exposure after complementation by critical mass and independent director effects.

CSR Disclosure: Effects of Political Ties, Executive Turnover and Shareholder Equity. Evidence from China

“…Hypothesis (H2) results of model 2 show that political ties are also connected significantly negatively with the quality of CSR disclosure (t = −4.22, p < 0.000), consistent with H2 [71,98]. Hypothesis (H3) the results of model 3 demonstrate a positive linkage of shareholding with executive turnover influence on the quality of CSR disclosure (t = 21.03, p < 0.000) consistent with H3 [99,100]. Hypothesis (H1) in the model ( 4), the interaction is observed between the quality of CSR disclosure and executive turnover whereby the coefficient of the interaction term resulted in being significantly negative (t = −22.03, p < 0.000), depicting that ensuring quality of CSR disclosure decrease the effect of executive turnover, which supports H1 [71,101].…”

Impact of Board Gender Diversity on Corporate Social Responsibility and Irresponsibility: Empirical Evidence from France

“…Regarding the effect of gender diversity on CSP, the literature suggests a positive relationship. Several previous works [3,[34][35][36][37][38] point out that gender diversity on boards of directors is one of the determining factors of CSP. In addition, Landry et al [39] found that the higher the board gender diversity, the more likely the company appears on the lists of the most ethical companies as well as those of the best corporate citizens.…”

Environmental Performance of the Tourism Sector from a Gender Diversity Perspective

“…According to the classification proposed by Kanter [59] it is essential to achieve a "tilted" group by having at least 30% women on the board of directors [66], which is equivalent in absolute terms to three women [67], to bring about significant, perceptible changes in group dynamics [68]. Based on these arguments, several studies have confirmed the need for representation of at least three women on the board in order for their presence to contribute positively to socially responsible actions [69] such as environmental initiatives and programmes [70]. However, some scholars disagree, reporting that reaching a critical mass of two women is sufficient to reduce GHG emissions [71] and ensure greater environmental innovation [72].…”