The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation

Bear, Stephen; Rahman, Noushi; Post, Corinne

doi:10.1007/s10551-010-0505-2

Cited by 1,584 publications

(1,706 citation statements)

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“…To the contrary, in line with findings by Bear et al (2010), our results consistently suggest a statistically significant positive relationship between CEO duality and CSR disclosure. One possible explanation might be that more powerful CEOs promote CSR and CSR disclosure in order to become more successful and to increase their pay or tenure prospects, to appease personal moral concerns, or to reduce the supervision and control exerted by financial or goods markets, the board of directors or regulators (Barnea and Rubin 2010).…”

Section: Discussionsupporting

confidence: 88%

“…By engaging in social activities and reporting on CSR, firms develop the trust and goodwill of stakeholders, which can provide them with competitive advantages (Aguilera, Williams, Conley and Rupp, 2006;Money and Schepers, 2007;Gill, 2008;Kolk and Pinkse, 2010). Research suggests that CSR reporting promotes firms' image and enhances their reputation (Gray et al, 1995b;Li et al, 2010;Vanhamme, Lindgreen, Reast and van Popering, 2012) as relationships with stakeholders are based on a positive exchange of benefits (Bear, Rahman and Post, 2010).…”

Section: Corporate Governance and Csrmentioning

confidence: 99%

“…The information contained in the annual report is under much more control of the CEO and the board of directors, than information by the press or interest groups, which many CSR ratings agencies rely on (Johnson and Greening 1999;Barnea and Rubin, 2010;Bear et al, 2010;Jo and Harjoto, 2011). This is important given our research questions.…”

Section: Measuring Csr Disclosurementioning

confidence: 99%

“…The first is to use CSR ratings provided by CSR rating agencies (Johnson and Greening 1999;Barnea and Rubin, 2010;Bear et al, 2010). We reject this option as the underlying rationale for the ratings tends to remain obscure and the rating is not only affected by information disclosed by the firm.…”

Section: Measuring Csr Disclosurementioning

confidence: 99%

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Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

et al. 2013

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The nal publication is available at Springer via http://dx.doi.org/10.1007/s10551-013-1929-2.Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. interests. Contrary to our expectations, CEO duality also impacts positively on CSR disclosure. From an agency-theoretical viewpoint, this suggests that powerful CEOs may promote transparency about banks' CSR activities for their private benefits. While this could indicate that powerful CEOs are under particular pressure to appease stakeholders' concerns that they might abuse their power by providing a high degree of CSR disclosure, it could also be a sign of managerial risk aversion or managers' private reputational concerns.

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Section: Discussionsupporting

confidence: 88%

Section: Corporate Governance and Csrmentioning

confidence: 99%

Section: Measuring Csr Disclosurementioning

confidence: 99%

Section: Measuring Csr Disclosurementioning

confidence: 99%

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Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

et al. 2013

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“…The idea that organizations may aim to increase diversity out of moral obligation ties in to recent literature on corporate social responsibility and business ethics in modern organizations (e.g. Bear et al 2010;Bird et al 2007). We propose that the positive effect on an organization's image of social responsibility forms the third dimension of benefits of cultural diversity.…”

mentioning

confidence: 82%

Measuring employee perception on the effects of cultural diversity at work: development of the Benefits and Threats of Diversity Scale

2013

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Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale. Hofhuis, J.; van der Zee, K.I.; Otten, S. Published in:Quality and Quantity DOI:10.1007/s11135-013-9981-7Link to publication Citation for published version (APA):Hofhuis, J., van der Zee, K. I., & Otten, S. (2015). Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale. Quality and Quantity, 49(1), 177-201. DOI: 10.1007/s11135-013-9981-7 General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Download date: 11 May 2018Qual Quant (2015) Abstract This paper describes the development and validation of the Benefits and Threats of Diversity Scale (BTDS), an instrument which measures how employees perceive the effects of cultural diversity in the workplace. By analyzing employees' perceptions, organizations may be able to communicate more effectively about diversity, and reduce potential diversity resistance by targeting those employees who feel most threatened by the process of diversification. First, a conceptual framework is established regarding possible positive and negative perceptions regarding cultural diversity in the workplace, based on both existing literature and qualitative data gathered in interviews. The final structure of the BTDS includes five subdimensions of benefits, and four subdimensions of threats. The internal structure, reliability and construct validity of the BTDS are established using quantitative data gathered in existing organizations. Our results also show that the respective dimensions of benefits and threats are mostly independent. This implies that individuals who perceive many benefits of diversity do not perceive less threats, or vice versa. This, in turn, suggests that individuals are not either pro or con diversity, as is often assumed in existing literature, but instead may possess a more nuanced view.

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Coaching Ethics

Lowman¹

2012

The Wiley‐Blackwell Handbook of the Psychology of Coaching and Mentoring

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The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation

Abstract: corporate reputation, corporate social responsibility, board diversity, boards of directors, gender composition,

Cited by 1,584 publications

References 65 publications

Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector

Measuring employee perception on the effects of cultural diversity at work: development of the Benefits and Threats of Diversity Scale

Coaching Ethics

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