Do foreign chief executive officer<scp>s</scp> spend more on corporate social responsibility in Vietnam?

Adomako, Samuel; Tran, Mai Dong

doi:10.1002/csr.2350

Cited by 4 publications

(4 citation statements)

References 81 publications

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“…In other words, the degree to which firms led by non-local CEOs face outsider disadvantages can influence non-local CEOs' motivation to undertake ESG activities. Social identity theory suggests that contextual factors can influence the extent of intergroup bias faced by outsiders (which can be seen as outsider disadvantages) (Adomako and Tran, 2023;Bertrand et al, 2021;Hewstone et al, 2002). Considering previous ESG decoupling, firm visibility and firm slack as good proxies for non-local CEOs' outsider Do non-local CEOs affect ESG performance?…”

Section: 22mentioning

confidence: 99%

“…Moreover, we argue that the incentive of non-local CEOs to overcome intergroup bias (or outsider disadvantages) by engaging in ESG varies depending on the degree to which firms led by non-local CEOs face outsider disadvantages. Social identity theory suggests that the extent of intergroup bias faced by outsiders can be affected by contextual factors (Adomako and Tran, 2023;Bertrand et al, 2021;Hewstone et al, 2002). We thus discuss three contextual factors: previous ESG decoupling, firm visibility and firm slack, which can be seen as good proxies for trust, legitimacy and resources disadvantages respectively.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Do non-local CEOs affect environmental, social and governance performance?

Huang

2023

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PurposeBuilding on the intergroup relations perspective on the social identity theory, the authors examine whether firms' environmental, social and governance (ESG) varies when local firms have non-local CEOs. Additionally, the authors examine which contextual factors may strengthen or weaken the effectiveness of ESG in helping non-local CEOs garner trust, legitimacy and resources support from local stakeholders.Design/methodology/approachPooled OLS regressions, based on unbalanced panel data and controlling for year and industry fixed effects, were estimated using a sample composed of 836 Chinese A-share listed firms that have Bloomberg ESG disclosure scores data from 2006 to 2019.FindingsResults suggest that companies with non-local CEOs, who are perceived as outgroup members by the local stakeholders, would lead to a higher level of ESG performance to overcome the intergroup bias they face. In addition, results also show that companies with a lower level of previous ESG decoupling and having more slack will mitigate the relationship between non-local CEOs and ESG performance. Conversely, firm visibility at a high level will promote the positive relationship between non-local CEOs and ESG performance.Originality/valueThis study offers theoretical insights that extend the focus of intragroup relation to outgroup identity, by introducing an intergroup relations lens to explore how outgroup (or nonprototypical) leaders utilize ESG to counter intergroup bias they suffer. Moreover, this study also extends current literature focusing on non-local CEOs and ESG performance.

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Section: 22mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Do non-local CEOs affect environmental, social and governance performance?

Huang

2023

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“…In this concern, scholars have argued that CSR represents a pragmatic strategy for MNEs while responding to the pressures (linked to a variety of issues, including sustainability) of different stakeholders in emerging markets (e.g., Attah & Amoah, 2023). Moreover, managerial perceptions concerning the costs associated with CSR in emerging markets have also changed from viewing it as an extra cost to an investment that helps in overcoming several challenges, including liability of foreignness (Adomako & Tran, 2023;Bu & Chen, 2023).Prior research on developed market MNEs' CSR activities in emerging markets has primarily focused on the role of external factors in this…”

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confidence: 99%

Understanding the link between subsidiary CEOs and corporate social responsibility in emerging markets: Moderating role of social capital

Ferraris,

Golgeci,

Arslan

et al. 2023

Business Ethics Env & Resp

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This paper analyzes the interlink among managerial experience, capabilities, and social capital in relation to corporate social responsibility (CSR) activities of multinational enterprises' (MNEs) subsidiaries in an emerging market context. Based on the empirical sample of 104 subsidiaries of 28 Italian MNEs operating in India, we found that CEO managerial capabilities are positively associated with CSR activities. However, interestingly, our findings also show that subsidiary CEO (managerial) experience is negatively associated with CSR activities in emerging markets. Therefore, our study is one of the few that highlights the negative repercussions of experience in the context of CSR activities in emerging markets. Moreover, our findings show that while social capital alleviates the negative influences of CEO experience on CSR activities, it does not enhance the role of CEO managerial capabilities in CSR activities. As such, our study contributes to research on business ethics with a focus on sustainable development in business.

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Impact of entrepreneur's socioeconomic status on corporate environmental conduct and misconduct: The moderating role of family ownership

Shi,

Zhao,

Chen

et al. 2024

Corp Soc Responsibility Env

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The impact of an actor's status on corporate ethical issues has been debated in strategy management. Drawing on upper echelons theory and status theory, our study aims to address this theoretical puzzle by examining how an entrepreneur's socioeconomic status affects a firm's engagement in positive environmental conduct and negative environmental misconduct, as well as the moderating effects of family ownership in China's emerging economy. Our analysis of 3281 private firms from a national survey in China reveals that an entrepreneur's socioeconomic status not only promotes corporate environmental conduct but also stimulates environmental misconduct. These effects are more pronounced in firms with higher levels of family ownership. By uncovering the complex impact of an entrepreneur's socioeconomic status on corporate environmental actions, our study contributes novel insights to the environmental management literature.

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Do foreign chief executive officers spend more on corporate social responsibility in Vietnam?

Cited by 4 publications

References 81 publications

Do non-local CEOs affect environmental, social and governance performance?

Do non-local CEOs affect environmental, social and governance performance?

Understanding the link between subsidiary CEOs and corporate social responsibility in emerging markets: Moderating role of social capital

Impact of entrepreneur's socioeconomic status on corporate environmental conduct and misconduct: The moderating role of family ownership

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