Lone founders, family founders, and corporate social responsibility

Meïer, Olivier; Schier, Guillaume

doi:10.1016/j.jbusres.2022.04.056

Cited by 9 publications

(6 citation statements)

References 74 publications

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“…In terms of governance subjects, in the current study of corporate social responsibility governance, most researchers believe that stakeholders in governance include shareholders, directors [19,20], employees, and other internal company members. For example, examining the relationship between CSR and staff innovation performance [21,22] or the impact of business founders on CSR [23]. Many researchers believe that external partners are also essential factors to consider in the governance of platforms CSR.…”

Section: Governance Subjects Of Platform Csrmentioning

confidence: 99%

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Research on differential game of platform corporate social responsibility governance strategy considering user and public scrutiny

Guo,

Zou,

Liu

et al. 2024

PLoS ONE

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The development of digital technology and the sharing economy has extended corporations’ innovative activities beyond the corporation’s boundaries, so it has become more urgent to govern the lack of social responsibility and alienation of platform corporations from the perspective of social agents. First, the platform’s CSR classification and social responsibility governance’s main content are analyzed in this research. Then, this study uses government agencies, platform corporations, users, and the public as governance subjects and compares governance decisions with and without public and user oversight. Finally, the optimal balance strategy for each governing subject, the optimal trajectory of governance volume, and the trajectory of total revenue are obtained. The study found that: 1) Public and user supervision can improve the governance volume while encourage the governance motivation of government agencies and platform corporations. 2) The level of user supervision effort has a greater impact on the total governance revenue than public supervision. 3) The revenue of the system and the governance volume are greater in a centralized decision-making process, indicating that those involved should co-operate in governance based on the principle of mutual benefit. 4) The platform corporation has an incompatible but unified relationship between its social duty and financial success.

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Section: Governance Subjects Of Platform Csrmentioning

confidence: 99%

“…Based on the features of the differential equation in Eq (23), it is assumed that a linear function about G is a solution of the HJB equation, and the variant formulas are as follows:…”

Section: Plos Onementioning

confidence: 99%

Research on differential game of platform corporate social responsibility governance strategy considering user and public scrutiny

Guo,

Zou,

Liu

et al. 2024

PLoS ONE

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“…The motive of altruism held by company directors continues to be maintained and transmitted to employees. Specifically, founders' social contexts generate specific noneconomic preferences that lead them to adopt differentiated CSR policies toward external or internal stakeholders (Meier & Schier, 2022). This condition makes firms operating in high-trust environments have better environmental CSR performance (Chkir et al, 2023).…”

Section: Company Vision and Missionmentioning

confidence: 99%

Altruism Motives in the Business Sustainability of Waroeng Special Sambal (Ss) Indonesia

Hasan,

Padmaningrum,

Rahmawan

et al. 2024

ICOBUSS

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Waroeng Special Sambal (SS) Indonesia is a restaurant trademark that has 98 branches in Indonesia and Malaysia. Waroeng SS was founded in 2002 and continues to exist today. The restaurant business management model which is centralized in one management makes the director's policies the most important thing in the running of the business. There is an interesting motive from the Director of Waroeng SS in the company's CSR policy, namely 1% of turnover every month. Seeing the importance of business having an impact on the surrounding environment, researchers tried to look at several motives behind this. The research approach used is descriptive qualitative with in-depth interviews and observations. The results of this research show that (1) the motive of altruism is the main basis for the Director of Waroeng SS in his business policies, and (2) the motive of altruism supports the sustainability of Waroeng SS's business for more than 20 years.

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“…Being the creator of the firm, the founder acts as the most important strategic leader who designs the initial structure and secures funding during the entrepreneurial firm stage (Honjo & Kato, 2022;Meier & Schier, 2022;Nelson, 2003). The founder normally serves as the chief executive and holds key responsibility for determining the strategic direction and making key decisions (Collewaert, Vanacker, Anseel, & Bourgois, 2021;Jayaraman, Khorana, Nelling, & Covin, 2000).…”

Section: Founder As the Microfoundation For Slack Resourcesmentioning

confidence: 99%

“…The characteristics of the founders among the newly listed firms in emerging economies, in particular their ability to deploy resources skillfully and their social ties, offer an interesting setting in which to investigate the slack-R&D relationship. Being the creator of the firm, the founder plays an essential role in constructing the initial structure of the firm, gathering resources, and implementing strategies (Abebe, Li, Acharya, & Daspit, 2020;Honjo & Kato, 2022;Jaskiewicz, Block, Miller, & Combs, 2017;Meier & Schier, 2022;Nelson, 2003;Wasserman, 2017). Compared to top executives in established firms where R&D activities are constrained by the organisational routines, the founder is more deeply involved in the firm's resource-gathering activities and has greater discretion in the deployment of resources (Lee, Yoon, & Boivie, 2020;Teng, Li, & Tanna, 2022).…”

Section: Introductionmentioning

confidence: 99%

The founder as the microfoundation of slack resource and firms’ R&D investment

Teng,

Li,

Sun

et al. 2023

Journal of Management & Organization

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This paper studies the relationship between slack and research and development (R&D) investment by addressing the role of the founder as the ‘microfoundation’ among Chinese newly listed firms. We propose a contingent approach to understanding the slack-R&D investment relationship by examining the influence of the founder’s human capital and social ties, which is distinguished into political and managerial ties. Our results show that the founder’s human capital, measured by its educational level, strengthens the relationship between absorbed and unabsorbed slack resources and R&D investment. We also find that the founder’s managerial ties strengthen the relationship between resource slack and R&D intensity, whereas political ties weaken that link. Our results demonstrate the founder’s crucial role in underpinning resource utilization in newly listed firms and emphasise the importance of social ties in driving firms’ R&D activities in emerging economies.

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Lone founders, family founders, and corporate social responsibility

Cited by 9 publications

References 74 publications

Research on differential game of platform corporate social responsibility governance strategy considering user and public scrutiny

Research on differential game of platform corporate social responsibility governance strategy considering user and public scrutiny

Altruism Motives in the Business Sustainability of Waroeng Special Sambal (Ss) Indonesia

The founder as the microfoundation of slack resource and firms’ R&D investment

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