Employee treatment and firm performance: evidence from topic modelling in lawsuit announcements

Unsal, Omer; Hassan, M. Kabir

doi:10.1007/s11156-023-01168-x

Cited by 3 publications

(3 citation statements)

References 65 publications

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“…Edmans (2011) shows that employee satisfaction is positively correlated with accounting profitability and long-run stock returns. Unsal and Hassan (2023) also find that employee lawsuits lead to lower financial performance. Moreover, high injury and illness rates lead to disruptions (Wokutch 1990;Choo and Gabrowski 2018).…”

Section: Hypothesis Developmentmentioning

confidence: 93%

“…Without altering the use of resources, firms with stronger corporate culture may also experience a higher level of safety due to a superior ability to establish collective beliefs, norms, and knowledge within the organization (Carrol & Harrison 1991;De Jesus-Rivas et al 2016). Furthermore, firms with stronger corporate culture have incentives to allocate resources to safer workplaces (Edmans 2011;Unsal & Hassan 2023), even though such actions initially may transfer utility from shareholders to other stakeholders (i.e., employees). In this study, we empirically disentangle the association between corporate culture and workplace safety.…”

Section: Introductionmentioning

confidence: 99%

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Nothing to fear: strong corporate culture and workplace safety

Haga,

Huhtamäki,

Sundvik

et al. 2024

Rev Quant Finan Acc

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In this paper, we investigate the link between corporate culture and workplace safety. Using a machine learning based measure of corporate culture and data on employee- and safety-related violations, we find that firms with stronger corporate culture are less likely to be penalized, incur lower regulatory fines, and have a reduced number of violations. As a potential channel, we document higher safety expenditures with stronger corporate culture. When we examine establishment-level data on actual injuries and illnesses, we find that firms with stronger corporate culture have significantly lower injury and illness rates. While shareholders have previously been found to benefit from a stronger corporate culture, we contribute with both research and practical implications on the positive effects of a strong corporate culture for employees and society at large.

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Section: Hypothesis Developmentmentioning

confidence: 93%

Section: Introductionmentioning

confidence: 99%

Nothing to fear: strong corporate culture and workplace safety

Haga,

Huhtamäki,

Sundvik

et al. 2024

Rev Quant Finan Acc

View full text Add to dashboard Cite

show abstract

“…Promoting diversity, inclusion, and combatting discrimination has transformed into a vital business imperative for organizations. In addition to the mounting societal expectations for companies to showcase their commitment to inclusion (Chang et al, 2019;Stahl et al, 2020), the substantial costs associated with discrimination cases (Dugal et al, 2022;Unsal & Hassan, 2023) have underscored the urgency. Researchers in the organizational realm have documented the advantages of diversity and inclusion, including above-average profitability (Ferrary & Dé o, 2023), industry-leading performance in value creation (Hunt et al, 2018), enhanced market share growth (Kamarudin et al, 2022), and risk reduction (Dunn et al, 2023;Unsal, 2019).…”

Section: Introductionmentioning

confidence: 99%

Inclusion Needs Through the Lens of Intersectionality: Evidence supporting The 8-Inclusion Needs of All People Framework

Wilson

2023

IJSSS

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This paper makes a substantial contribution to the fields of inclusion and intersectionality. It addresses the recognized gap in applying intersectionality as a practical framework for creating inclusive environments for all identities and intersectionalities. Drawing upon existing consensus among researchers on the importance of intersectionality, the study conducted in 2023 employs a robust qualitative methodology involving narrative interviews with 22 participants living in the United States, Canada, Australia, and the United Kingdom and representing diverse identities and intersectionalities to understand their identities, lived-experience and inclusion needs to thrive in work and life. Thematic analysis of participant responses resulted in support of all inclusion needs proposed in Wilson’s (2023) 8-Inclusion Needs of All People framework; Access, Space, Opportunity, Allowance, Representation, Language, Respect, and Support. Consequently, this research paper provides empirical evidence on the applicability of the 8-Inclusion Needs of All People framework, as proposed by Wilson (2023), in addressing multifaceted inclusion needs through the lens of intersectionality to prevent discrimination and promote equity and equal outcomes for all people. Further, as underscored by the participant's insights, it is essential to pivot from conventional approaches that endeavour to assimilate individual identities into pre-existing structures towards a more progressive stance that actively create inclusive organizations to embrace the diverse tapestry and inclusion needs of all people and their intersectionalities.

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Former CEOs chairing the board: does it matter to corporate social and environmental investments?

Trinh

Salama

et al. 2023

Rev Quant Finan Acc

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Former CEOs who stay on the board as Chairmen (i.e., Chair-Former-CEO or CFCEO) often play a vital role in monitoring and advising the incumbent CEOs. However, their influence on firm performance remains under-investigated. This paper aims to offer new insights into the impact that such a role can have by examining corporate investment in social and environmental responsibility. It examines the effect of CFCEOs on the firm’s social and environmental responsibility of 1,263 S&P1500 firms from 2002 to 2021. We find that firms with the presence of a CFCEO exhibit superior social and environmental performance. This finding suggests that CFCEOs can encourage long-term value creation for a broader range of stakeholders by building social capital and public trust. Additional analyses reveal that the positive association between the CFCEO and firms’ social and environmental performance was more pronounced during the COVID-19 pandemic than during the global financial crisis of 2007-9.

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Employee treatment and firm performance: evidence from topic modelling in lawsuit announcements

Cited by 3 publications

References 65 publications

Nothing to fear: strong corporate culture and workplace safety

Nothing to fear: strong corporate culture and workplace safety

Inclusion Needs Through the Lens of Intersectionality: Evidence supporting The 8-Inclusion Needs of All People Framework

Former CEOs chairing the board: does it matter to corporate social and environmental investments?

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