Coming Back &amp; Giving Back: Returnee Directors and Corporate Donations

Luo, Jiao; Chen, Dongjie; Chen, Jia

doi:10.5465/ambpp.2016.215

Cited by 3 publications

(4 citation statements)

References 95 publications

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“…The mediating effect of corporate donation. Previous research shows that having returnees on the corporate board remarkably boosts firms' donations [85]. Thus, we predict that returnee executives can improve CSR by promoting corporate giving.…”

Section: Mechanism Analysismentioning

confidence: 74%

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Diversity of returnee executives’ foreign experience and corporate social responsibility performance

Wu,

Zhang,

2024

PLoS ONE

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Top managers’ past experiences (e.g., foreign experience) significantly impact their decision-making behavior, which may influence firms’ sustainable development. The available literature, focusing on the role of the increase in the number of top executives with foreign experience in corporate social responsibility (CSR), yields mixed results. In order to clarify the ambiguous relationship between executive foreign experience and CSR, we empirically examine the effect of the geographic diversity of top executives’ foreign experience on CSR. Based on a hand-collected dataset of the top management team’s (TMT’s) foreign experience, we demonstrate the positive impact of the geographic diversity of returnee executives’ foreign experience on firms’ CSR using Chinese A-share listed firms from 2009 to 2018. Moreover, this impact is stronger in firms with political connections with the central government and in regions with good market development. Furthermore, the mechanism analysis shows that returnee executives drive firms’ CSR by promoting corporate donations and green innovation. This paper offers clear policy implications by suggesting that hiring returnees with a broad geographic scope of foreign experience as corporate executives is an efficient way to enhance firms’ CSR.

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Section: Mechanism Analysismentioning

confidence: 74%

“…However, the foreign experience of the board of directors is also widespread; in particular, the board's primary role is to advise and supervise TMT members [113], which has been found to enhance the social performance of firms [85]. Thus, future research should explore the joint impact of returnee executives and directors on CSR.…”

Section: Plos Onementioning

confidence: 99%

Diversity of returnee executives’ foreign experience and corporate social responsibility performance

Wu,

Zhang,

2024

PLoS ONE

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“…Corporate social irresponsibility (CSiR) is the perception that a firm has fallen short of certain societal expectations; this also entails firm-level strategic resource allocation decisions (Lange & Washburn, 2012). In general, top management has a significant impact on a firm's CSR decisions (Chin et al, 2013;Luo et al, 2016;Tang et al, 2015). What happens to a firm's CSR and CSiR when there is an executive migration?…”

mentioning

confidence: 99%

“…To the best of our knowledge, few studies have examined the effect of executive migration on CSR profiles. Among those few, Luo et al (2016) show that Chinese returnees from overseas influence the boards of directors they serve in a way that increases the firms' donations. However, they do not study the distance between the donation activities of the prior firm and those of the current firm.…”

mentioning

confidence: 99%

Executive Migration Matters: The Transfer of CSR Profiles Across Organizations

2020

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This study investigates whether and how the corporate social responsibility (CSR) profile of a company transfers to another company when an executive leaves a firm. We integrate upper echelon and institutional theories, and develop a novel measure of CSR profiles to explore this issue with a longitudinal data set of executive migrations over a 14-year period. We find that migrated executives assimilate elements of their old firms’ CSR profiles into their new firms (i.e., narrowing the distance between the two firms’ CSR profiles), and this is true for both CSR and corporate social irresponsibility (CSiR). This relationship is stronger when the migrating executive comes from a bigger firm with better social and financial performance than that of the new firm. We also find that the potential for improvement in CSR profiles in migration holds true for CSiR, but not CSR. Our findings have import for upper echelon theory and the managerial discretion afforded to executives regarding CSR decisions.

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