Corporate Social Responsibility, Board Structure, and Gender Diversity: Evidence from Australia

Li, Zhongtian; Xu, Suichen; Chapple, Larelle; Jia, Jing

doi:10.2139/ssrn.3319113

Cited by 6 publications

(3 citation statements)

References 49 publications

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“…Age diversity increases competence and innovation, which may enhance a board's decision‐making quality (Li et al, 2019). Mahadeo et al (2012) highlight the synergies between the experience contributed by older board members and the productivity provided by younger members.…”

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

Evaluating board diversity and its importance in the environmental and social performance of organizations

Islam

French

Ali

2022

Corp Soc Responsibility Env

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Past literature documenting the relationship between board diversity and organizational sustainability performance resulted in inconclusive findings. The study draws on the resource dependency theory to investigate how board gender diversity and age diversity influence the corporate social responsibility (CSR) performance of organizations. The qualitative data were collected through in-depth interviews of 19 board directors from 14 organizations operating in Australia. Data were analyzed following the six-phase process of thematic analysis. The findings indicate that board gender and age diversity enhance CSR investment and approach decisions, and, in turn, they improve the CSR performance of organizations. The effectiveness of these relationships depends on the number of women directors, organizational culture, industry regulations, and organizational life-cycle stage. This study provides insights into the "black box" of boardroom dynamics. The findings suggest that efforts need to be made at the organizational and policy levels to increase board gender and age diversity for a sustainable performance.

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Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

Evaluating board diversity and its importance in the environmental and social performance of organizations

Islam

French

Ali

2022

Corp Soc Responsibility Env

View full text Add to dashboard Cite

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“…Darus et al (2009) state that younger directors are actively involved in strategic reform and are willing to establish regulatory systems. Li et al (2019) state that age diversity improves corporate governance and enhances the quality of decisions on corporate strategy. Some scholars also argue that younger directors are more concerned about environmental and social issues and are willing to make environmental commitments (Klineberg et al, 1998).…”

Section: Female Directors and Age Diversitymentioning

confidence: 99%

Greenwashing behavior and firm value – From the perspective of board characteristics

Chen

Dagestani

2023

Corp Soc Responsibility Env

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With increasing environmental pressures on companies, they are beginning to disclose corporate social responsibility reports actively. However, some studies point to greenwashing in corporate social reporting as a cause for concern. Our study aims to uncover the board's role in the relationship between greenwashing and firm value. Using a two‐way fixed effects model and a series of robustness tests, our findings suggest that greenwashing increases firm value. We introduce board diversity to answer the question of who is driving greenwashing behavior. Female directors, age diversity, educational background, and shareholder aggregation inhibit greenwashing behavior, while local directors and political connections promote this effect. Greenwashing increases firm value by improving the quality of disclosure, stakeholder concerns and alleviating financing constraints. Finally, greenwashing has greater economic performance for heavily polluting firms, firms audited by the Big 4 and firms with mandatory disclosure. This study provides rich empirical findings for boards and greenwashing behavior, offering novel theoretical insights to promote substantive CSR and board governance in developing countries such as China.

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“…Positive influence also affects the board independence on CSP very variable. Regarding Shareholders, Li et al (2019) argue that better serve the interests of shareholders positively relate to CSR performance. Cao et al (2019) also found that the higher shareholding of the controlling shareholders, the poorer quality of CSR reporting.…”

Section: Introductionmentioning

confidence: 99%

Governance Components and Social Performance: Company Analysis of G20 Countries

Aroes,

Adrianto,

Alfarisi

2023

JOSR

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This study is aimed to obtain empirical evidence of the influence of Management, Shareholders, and CSR Strategy on the Social Performance of companies from countries listed in the G20 forum. The study also used four control variables: Firm Size, Firm Age, Firm Leverage, and Firm Profitability. The data used is secondary data from the Thomson Reuters Eikon database of 60 companies engaged in Consumer Non-Cyclicals (Staples), more specifically, namely those engaged in the Food and Beverages sector in 2012-2021. This study used Panel Data Regression Analysis; Fixed Effect Model with the help of STATA 17. The results of this study show that Management and CSR Strategy have a significant and positive effect on Social Performance. Meanwhile, Shareholders have an insignificant and negative influence. This research adds to the high value of the scientific literature because it provides a good overview and basis for understanding how companies can provide Social Performance in accordance with company policies and performance.

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Corporate Social Responsibility, Board Structure, and Gender Diversity: Evidence from Australia

Cited by 6 publications

References 49 publications

Evaluating board diversity and its importance in the environmental and social performance of organizations

Evaluating board diversity and its importance in the environmental and social performance of organizations

Greenwashing behavior and firm value – From the perspective of board characteristics

Governance Components and Social Performance: Company Analysis of G20 Countries

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