Gender and Environmental Sustainability: A Longitudinal Analysis

Kassinis, George I.; Panayiotou, Alexia; Dimou, Andreas; Katsifaraki, Georgia D.

doi:10.1002/csr.1386

Cited by 253 publications

(247 citation statements)

References 63 publications

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“…Her results suggest that the greater the percentage of female directors, the better the fi rm's environmental performance. Similarly, Kassinis, Panayiotou, Dimou, & Katsifaraki (2016) found evidence to support that demographic and structural gender diversity are all signifi cant to improving environmental performance. Other researchers have argued that such positive infl uence of female directors on CSR could stem from the belief that women mostly reject unethical business behaviours and activities.…”

Section: Female Gender Diversity and Environmental Performancementioning

confidence: 91%

Gender Diversity Impact on Corporate Social Responsibility (CSR) and Greenhouse Gas Emissions in the UK

Konadu¹

2017

EBR

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Section: Female Gender Diversity and Environmental Performancementioning

confidence: 91%

Gender Diversity Impact on Corporate Social Responsibility (CSR) and Greenhouse Gas Emissions in the UK

Konadu¹

2017

EBR

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“…Kassinis et al () used Thomas Reuters' Asset 4 and Ben‐Amar et al () used the Carbon Disclosure Project disclosure decision of carbon. All other environmental studies used the KLD (now MSCI) database and either studied environmental strengths and concerns separately or netted them for an aggregated overall environmental rating.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Board gender diversity and environmental performance: An industries perspective

2019

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This study investigates whether gender diversity on the board of directors in the United States is associated with firms' environmental performance. Under the theoretical framework of resource dependence theory, we argue that gender diversity brings a greater variety of skills to the board. Diversity allows for a healthy mix of knowledge and experience to improve the decision‐making process of the board. Using propensity score matching and controlling for endogeneity, this study uses a more rigorous statistical model than previous work. It also uses content analysis of directors' biographies to provide evidence of the role that gender diversity plays. We find gender diversity is positively associated with firms' environmental performance scores primarily in the more environmentally impacting industries. Therefore, our research provides valuable direction for those firms working to improve both their boards' gender diversity and their environmental performance. Our findings also offer insight into the mixed results of previous studies.

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“…It is the result of (i) their greater abilities and skills in relation to the understanding and resolution of CSR issues and (ii) their greater social awareness enabling them to take into account the needs of a wide range of stakeholders (Konrad & Kramer, 2006). Even more, Kassinis et al (2016) suggest that gender diversity has a direct, measurable effect on CSR practices sin it is reflected in the corporate policy orientation. A few studies support the idea that there are no gender differences in attitudes towards CSR issues (Galbreath, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Board Structure to Enhance Social Responsibility Development: A Qualitative Comparative Analysis of US Companies

Cuadrado‐Ballesteros

Martínez‐Ferrero

García‐Sánchez

2017

Corp Soc Responsibility Env

108

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This study adds clarity to inconclusive results in previous literature about the link between board characteristics and the level of social responsibility performance by using fuzzy set qualitative comparative analysis. Specifically, we propose a new holistic framework based on the complexity theory. From a sample of 471 non-financial companies from the USA for the period 2008-2010, our findings support the four tenets of complexity theory: equifinality, complexity, asymmetry, and causal asymmetry. More concretely, they suggest that CSR performance depends on a complex configuration of some board characteristics, such as size, independency, diversity and activity, and other corporate attributes (i.e., company size, leverage, and growth opportunities). These factors play a key role as the ingredients of the recipe and, in a proper combination, contribute to obtaining high levels of social responsibility performance.relationships (Wu et al., 2014). We feel the need of multidimensional complex analyses; focusing on single dominant hypotheses, such as previous researches, lacks objectivity (Armstrong et al., 2001), and ignores the complexities inherent in realities (Woodside, 2014).Accordingly, our aim is to explore combinations of board structure and other corporate characteristics that lead firms to achieve high levels of CSR performance, based on complexity theory. The core premise of this theoretical framework is that one specific outcome can result from different combinations of causal factors (Ragin, 2000). Following this idea, several combinations of board characteristics (e.g. size, independence, diversity, and activity), as well as corporate characteristics (e.g. size, growth, and leverage) could cause a high level of CSR performance.This goal is addressed for a sample of 471 US non-financial firms for the period 2008-2010. By using a qualitative comparative analysis (QCA), our results suggest complex paths, since CSR performance is explained by more than three-way interactions of board and corporate characteristics. In addition, our findings suggest that single configuration of such characteristics may be sufficient but not necessary for predicting the level of CSR performance (equifinality). We also found asymmetry situations, since a specific simple condition may contribute both high and low levels of CSR performance, as well as causal asymmetry, i.e., configurations associated with high outcomes are not the mirror opposite of combinations associated with low levels of CSR.This paper contributes to previous literature focused on CSR and board of directors by proposing a holistic approach. We note that CSR performance does not depend on individual board characteristics (e.g. size, independency, diversity, and activity) but on specific configurations of such features. Furthermore, corporate characteristics (e.g. size, growth, and leverage) and activity sector are also involved in these configurations. As far as we know, this is the first attempt to use a configural analysis framework by using fuzzy-set qual...

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Gender and Environmental Sustainability: A Longitudinal Analysis

Cited by 253 publications

References 63 publications

Gender Diversity Impact on Corporate Social Responsibility (CSR) and Greenhouse Gas Emissions in the UK

Gender Diversity Impact on Corporate Social Responsibility (CSR) and Greenhouse Gas Emissions in the UK

Board gender diversity and environmental performance: An industries perspective

Board Structure to Enhance Social Responsibility Development: A Qualitative Comparative Analysis of US Companies

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