Green Governance: Boards of Directors’ Composition and Environmental Corporate Social Responsibility

Post, Corinne; Rahman, Noushi; Rubow, Emily

doi:10.1177/0007650310394642

Cited by 867 publications

(1,105 citation statements)

References 95 publications

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“…Consistent with these arguments, Mallin and Michelon (2011) find a positive link between a number of board attributes including board independence and gender diversity on the board. Similar results are also found by Post et al (2011) who find that firms with higher proportion of outside directors and those with three or more female directors tend to have higher Kinder Lydenberg Domini (KLD) strengths scores. Webb (2004), who investigates the differences in the structure of the board of directors between socially responsible and matched non-responsible firms, also finds that socially responsible firms tend to have larger boards, more independent board members, and more women on their boards.…”

Section: Literature Review Theoretical Model and Hypothesis Developsupporting

confidence: 81%

“…To this end, a firm has to have the right mix of directors, particularly outside directors who can bring the diversity of knowledge, skills, experience, expertise, and ties (Fama and Jensen 1983;Pfeffer and Salancik 1978); as well as a broader stakeholder orientation (Wang and Dewhirst 1992) that can help develop an effective CSR strategy leading to superior CSR performance. Consistent with such arguments, studies tend to find a positive association between the proportion of outside directors including women directors and various measures of CSR performance (Mallin and Michelon 2011;Post et al 2011;Webb 2004). For example, Mallin and Michelon (2011) draw upon the RDT and argue that, as providers of both human and relational capital, outside directors and women directors can enhance a firm's social performance and its reputation by developing useful relationships with the firm's stakeholders.…”

Section: Literature Review Theoretical Model and Hypothesis Developmentioning

confidence: 95%

“…Outside directors can monitor the behavior of managers and intervene when managers behave opportunistically (Post et al 2011). For example, inside directors tend to be more attentive than outsiders to short-term economic performance goals, while outsiders may feel that attending to the environmental and social issues is in the best long-term interest of shareholders (Johnson and Greening 1999).…”

Section: Endogenous Variablesmentioning

confidence: 99%

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Board Attributes, Corporate Social Responsibility Strategy, and Corporate Environmental and Social Performance

Qiu²,

2015

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In this paper we draw on insights from theories in the management and corporate governance literature to develop a theoretical model that makes explicit the links between a firm's corporate social responsibility (CSR) related board attributes, its board CSR strategy, and its environmental and social performance. We then test the model using structural equation modeling approach.We find that the greater the CSR orientation of the board (as measured by the board's independence, gender diversity, and financial expertise on audit committee), the more proactive and comprehensive the firm's CSR strategy, and the higher its environmental and social performance. Moreover, we find this link to be endogenous and self-reinforcing, with superior CSR performers tending to further strengthen their board CSR orientation.This result while positive is also suggestive of the widening of the gap between the leads and laggards in CSR.Therefore the question arises as to how 'leaders' are using their superior CSR competencies seen by many scholars as a source of corporate (at times unfair) competitive advantage. Stakeholders of corporations therefore need to be cognizant of this aspect of CSR when evaluating a firm's CSR activities. Policy makers also need to be cognizant of these concerns when designing regulation in this field.

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Section: Literature Review Theoretical Model and Hypothesis Developsupporting

confidence: 81%

Section: Literature Review Theoretical Model and Hypothesis Developmentioning

confidence: 95%

Section: Endogenous Variablesmentioning

confidence: 99%

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Board Attributes, Corporate Social Responsibility Strategy, and Corporate Environmental and Social Performance

Qiu²,

2015

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“…Zhang [147] focused on a sample of 475 publicly traded Fortune 500 companies and found that more outside directors has a positive influence on CSP. Post et al [131] analyzed 78 Fortune 1000 firms and found a positive connection between board independence and CSP, measured by Kinder, Lydenberg and Domini (KLD) ratings.…”

Section: Linking Board Independence and Corporate Social Performancementioning

confidence: 99%

Firms’ Board Independence and Corporate Social Performance: A Meta-Analysis

Ortas

Álvarez

Zubeltzu³

2017

Sustainability

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This paper investigates the influence of organizations' board independence on corporate social performance (CSP) using a meta-analytic approach. A sample of 87 published papers is used to identify a set of underlying moderating effects in that relationship. Specifically, differences in the system of corporate governance, CSP measurement models and market conditions have been considered as moderating variables. The results show that the independence of a company's board positively influences CSP. This is because companies with more independent directors in their boards are more likely to commit to stakeholder engagement, environmental preservation and community well-being. Interestingly, the results also show that the positive connection between board independence and CSP is stronger in civil law countries and when CSP is measured by self-reporting data. Finally, the strength of the influence of the independence of a firm's board on CSP varies significantly in different market conditions. The paper concludes by presenting the main implications for academics, practitioners and policy makers.

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“…CSR) remains under-researched. The very few studies which examine the relationship between corporate responsibility and board diversity point out the positive effects on some of the CSR aspects using quantitative measures (Bear et al, 2010;Coffey & Wang, 1998;Post, Rahman, & Rubow, 2011;Rao & Tilt, 2015;R. J. Williams, 2003).…”

Section: Introductionmentioning

confidence: 99%

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

Alshareef¹,

Sandhu²

2015

IJBM

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Research Purpose: the purpose of this paper is to determine the board diversity characteristics that affects on board roles in order to improve the integration of Corporate Social Responsibility (CSR) into Corporate Governance (CG) structure. This objective has been achieved by reviewing (CG) and (CSR) literature, and surveying various deliberations on offer at the first; second, by examining how the board diversity characteristics effect on their roles towards the adoption of CSR within case study context of two companies operating in Saudi Arabia. A qualitative case study was adopted by conducting in-depth interviews with participants at various levels of board and management in the two Saudi companies. The findings suggested that board diversity characteristics are an essential to improve the effectiveness of board roles (monitoring, services and strategic) towards the integration of CSR in to governance structure. Based on the findings, three theoretical propositions have been developed to assist and direct further research on the topic. These findings are important and motivating; indicating that recent concern of reforming CG Codes in emerging countries is starting to be balanced by some notice/attention to CSR, with growing of board of directors' role in protecting stakeholders. This paper makes two important contributions. First, it contributes to our understanding of board diversity characteristics and roles that improve CG codes in the context of engaging with stakeholders. Second, the paper develop a number of theoretical propositions that can assist as the foundation for future research on this issue, particularly in emerging countries, given that the data and propositions are derived from emerging country settings. This study highlights the need for enhancing election criteria when it comes to appointing BODs, especially in the case of an organisational shift towards a socially responsible business. The implications for policy makers can be found in the need for regulatory and judicial systems' capacity improvements to enhance institutional pressures to increase CSR adoption rate via coercive and normative methods.

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Green Governance: Boards of Directors’ Composition and Environmental Corporate Social Responsibility

Cited by 867 publications

References 95 publications

Board Attributes, Corporate Social Responsibility Strategy, and Corporate Environmental and Social Performance

Board Attributes, Corporate Social Responsibility Strategy, and Corporate Environmental and Social Performance

Firms’ Board Independence and Corporate Social Performance: A Meta-Analysis

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

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