Female executive leadership and corporate social responsibility

Hyun, Soonchul; Kim, Jong Min; Han, Jeongsoo; Anderson, Mark C.

doi:10.1111/acfi.12894

Cited by 26 publications

(10 citation statements)

References 117 publications

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“…This positive and significant relationship between CSR and BDG leads us to advance that, female independent directors on the board are more enthusiastic and concerned with CSR problems in boardroom meetings and committee-level activities. Our finding corroborates empirical evidence by Ben-Amar et al (2015) and Hyun et al (2022). Also, Panel A results of the Table 9 show that all coefficients associated with the critical mass of females on the Board (CMFB: 1.913, p < 0.01), the gender of CEO (FCEO: 0.072, p < 0.01), and CFO (FCFO: 1.362, p < 0.01) are positive and significant.…”

Section: 32supporting

confidence: 94%

“…Fernandez-Feijoo et al (2012) confirm that board composed of at least three females, is an explanatory factor of CSR disclosure. Recently, Hyun et al (2022) suggest that increased female participation brings more attention to resolving CSR issues. In a financial crisis context, the authors argue that increased female participation moderated the addition of new CSR strengths.…”

Section: Board Gender Diversity and Csr Practicesmentioning

confidence: 99%

“…Recently, Hyun et al. (2022) suggest that increased female participation brings more attention to resolving CSR issues. In a financial crisis context, the authors argue that increased female participation moderated the addition of new CSR strengths.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

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The bidirectional relationship between corporate social responsibility and financial reporting quality: Does gender diversity matter? Evidence from US companies

Toukabri

Kateb

2022

J Corp Accounting Finance

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The aim of the paper is twofold. Firstly, to analyze the bidirectional effects between Corporate Social Responsibility (CSR) and financial reporting quality proxied by earnings management (EM). Secondly, to investigate the moderating role of board gender diversity, the gender of CEO and CFO on these two phenomena. The study employs a Panel Data set of 390 listed US companies for the period 2011 to 2019 (3510 observations). To verify a two-way relationship between CSR and EM, we estimate a system of simultaneous equations using the GMM estimator proposed by Arellano and Bond (1991). To analyze the moderating role of gender diversity, multiple regression analysis and several robustness tests such as Propensity Score Matching and DID are adopted. Empirical results confirm that US companies engaged in CSR activities are less motivated to practice EM and more likely to produce high financial reporting quality. The study confirms that Gender diversity increases board effectiveness by reducing the level of earnings management, ensuring high quality of financial reporting, and developing CSR activities. Findings are especially important for authorities who intend to impose regulatory quotas for female board membership. The policymakers should consider gender diversity in improving CSR practices for society.

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Section: 32supporting

confidence: 94%

Section: Board Gender Diversity and Csr Practicesmentioning

confidence: 99%

See 1 more Smart Citation

The bidirectional relationship between corporate social responsibility and financial reporting quality: Does gender diversity matter? Evidence from US companies

Toukabri

Kateb

2022

J Corp Accounting Finance

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“…Although female executives remain a minority within the TMT, representation of women within the executive ranks of the firm has been steadily increasing (Hyun et al, 2022;Ali et al, 2021;Branson, 2006). Adding the different perspectives of female executives to the TMT may be one way to increase the TMT's field of vision.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Examining the impact of gender power and gender diversity within the top management team on firm performance and firm risk

Walton

Tribbitt

2023

AJB

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PurposeThis study moves beyond existing research on gender diversity to define a new construct – gender power. The study examines gender power within the top management team (TMT) and its relationship to firm performance and firm risk.Design/methodology/approachThe study utilizes a cross-disciplinary combination of upper echelons theory and finance theory as a framework to further examine the impact of gender power within the TMT and its impact on firm risk and firm performance. Employing data collected for 2,570 American publicly traded small-, medium- and large-cap firms over a 20-year period, panel regression analyses were conducted for measures of firm risk and firm performance, beta and return on assets (ROA), respectively.FindingsThis study shows that gender diversity and gender power are two distinct constructs with different effects. The findings from this study suggest that gender power may be a stronger predictor of the relationship between firm performance and firm risk than simply gender diversity alone.Research limitations/implicationsThis study was conducted based on a sample of publicly traded firms. These relationships may not be generalizable to firms in other contexts. Further, other variables representing firm performance and firm risk may add to this research.Practical implicationsUnderstanding the differences between gender diversity and gender power may allow firms to make more informed decisions when adding female executives to their TMTs.Originality/valueThis study proposes an objective representational indicator of structural power to measure the relative power of female executives of public companies that allows the expansion of existing research examining the distinction between gender diversity and gender power and their relationship to firm risk and firm performance.

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“…For example, Flammer (2015) uses sharp changes in import tariff rates to determine treatment groups. When investigating the relationship between female executive leadership and corporate social responsibility, Hyun et al (2022) used whether the percentage of females in the top executive team increases to differentiate treatment and control groups. (Oyun, 2017;Singla & Stone, 2018).…”

Section: Treatmentmentioning

confidence: 99%

Explaining Sustainability Innovation in City Governments: Innovation Mechanisms and Discretion Types in Multi-Level Governance

Zhang

Yang

2022

The American Review of Public Administration

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While existing studies have examined the separate effects of local governments’ internal conditions and external environment on local innovation, few have paid attention to their interactive effects. This study examines whether state-level rules regarding local discretion moderate the effects of city governments’ slack resources and learning, using local sustainability innovation as an example. We distinguish two types of discretion (fiscal and statutory) granted by state governments. Applying a difference-in-differences (DDD) approach with a longitudinal dataset of 238 U.S. cities, we find that fiscal discretion strengthens the positive effect of fiscal slack while statutory discretion enhances the positive effect of learning. The findings uncover the complex interactions between multilevel institutional arrangements and local innovation mechanisms.

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Female executive leadership and corporate social responsibility

Cited by 26 publications

References 117 publications

The bidirectional relationship between corporate social responsibility and financial reporting quality: Does gender diversity matter? Evidence from US companies

The bidirectional relationship between corporate social responsibility and financial reporting quality: Does gender diversity matter? Evidence from US companies

Examining the impact of gender power and gender diversity within the top management team on firm performance and firm risk

Explaining Sustainability Innovation in City Governments: Innovation Mechanisms and Discretion Types in Multi-Level Governance

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