The Impact of Operational Diversity on Corporate Philanthropy: An Empirical Study of U.S. Companies

Kabongo, Jean D.; Chang, Kiyoung; Li, Ying

doi:10.2139/ssrn.1961294

Cited by 8 publications

(12 citation statements)

References 52 publications

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“…The positive age diversity practices–CSR relationship found in the current study extends the business case for age diversity management. No prior study has tested the effect of age diversity practices on CSR; however, research on broader EO and diversity management practices has found a link between those practices and CSR (e.g., Finney et al, ; Kabongo et al, ). Age diversity literature provides some evidence of positive impact of diversity practices on other outcomes.…”

Section: Discussionmentioning

confidence: 99%

“…Research into demographic diversity or demographic diversity management and their links to CSR continues to grow, particularly in the areas of gender, race, and age diversity (e.g., Harjoto, Laksmana, & Lee, ; Williams, ). For instance, Kabongo, Chang, and Li () found that diversity practices influence CSR more than demographic diversity alone.…”

Section: Theoretical Underpinning and Hypotheses Developmentmentioning

confidence: 99%

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Age diversity management and organisational outcomes: The role of diversity perspectives

Ali

French

2019

Human Res Mgmt Journal

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Several macro‐level and meso‐level factors have led to unprecedented proportions of aged employees in organisations, resulting in higher levels of age diversity. Little is known about which age diversity practices and programmes are effective in which types of organisations for which outcomes. Derived from social exchange theory, this paper proposes and tests positive relationships between age diversity practices and organisational outcomes and work‐life programmes and organisational outcomes. Derived from contingency theory, it also proposes and tests for a moderating effect of diversity perspective (fairness and discrimination vs. synergy) on the two main relationships. Data were collected from 248 medium to large‐sized for‐profit organisations. The results partially support both main effect hypotheses and one moderating effect hypothesis. The findings suggest different organisational outcomes for age diversity practices and work‐life programmes. Theoretical and practical implications are discussed.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Underpinning and Hypotheses Developmentmentioning

confidence: 99%

Age diversity management and organisational outcomes: The role of diversity perspectives

Ali

French

2019

Human Res Mgmt Journal

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“…They included a standardized effect size, included data that could be used to calculate an effect size appropriate for a meta-analysis, or provided an appropriate effect size upon request for the relationship between women's board representation and one or more measures of CSP (Bergh et al, 2016). We excluded studies that combined gender with other aspects of diversity such as race in their board diversity measure (e.g., Kabongo, Chang, & Li, 2013;Wang & Coffey, 1992), considered non-profit firms (e.g., Mori, Golesorkhi, Randøy, & Hermes, 2015), or were not at the firm level (e.g., Ibrahim & Angelidis, 1994).…”

Section: Methods Criteria For Inclusionmentioning

confidence: 99%

Women on Boards of Directors and Corporate Social Performance: A Meta‐Analysis

Byron

Post

2016

Corporate Governance

461

363

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Research Question Whether and how women directors influence firms' engagement in socially responsible business practices and social reputation among diverse stakeholders is unclear due to conflicting empirical evidence, the lack of a coherent theory linking these variables, and inattention to the national contexts in which these relationships occurs. Research Findings Results from our meta‐analysis of 87 independent samples suggest that, while generally positive, the female board representation–social performance relationship is even more positive in national contexts when boards may be more motivated to draw on the resources that women directors bring to a board (i.e., among firms operating in countries with stronger shareholder protections) and in contexts where intra‐board power distribution may be more balanced (i.e., in countries with higher gender parity). Theoretical Implications Future studies should more attentively examine how firms' institutional contexts enhance or mitigate the relationship between women's representation on boards and corporate social performance. Our findings also highlight the need for a comprehensive understanding of the social performance‐related knowledge, perspectives, and values that men and women bring to boards. Practitioner/Policy Implications Our results suggest that, to enhance any benefits of diversity for corporate social performance, efforts be directed at holding boards more accountable toward diverse stakeholders and improving the status of women in society and in the workforce.

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“…The Granger Causality test is conducted by separately estimating the following two OLS models respectively, with the assumption that all the information needed to forecast FC and CSR is included in the time-series data of those two variables. In here, we use first differenced variables for both FC and CSR to achieve stationary of time-series data, according to previous studies (Chang et al, 2014;Kabongo et al, 2013). Also, lag length for causality test are determined based on AIC (Akaike Information Criterion) and SIC (Schwarz Information Criterion).…”

Section: ⅲ the Empirical Model And Variable Descriptionmentioning

confidence: 99%

Corporate Social Responsibility and Financial Constraints: Evidence from Korean Firms

Kwak¹,

Bong²

2015

Glob Bus Financ Rev

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A B S T R A C TThis paper examines the relationship between corporate social responsibility (CSR) and corporate financial constraints by using a sample 1,584 firm-years of Korea during 2002-2011. We measure corporate social responsibility by both an equal-weighted CSR index and a stakeholder-weighted CSR index suggested by Akpinar et al.(2008) and Choi et al.(2010). Corporate financial constraints are measured by KZ index suggested by Kaplan and Zingales(1997). We find a negative and significant relationship between corporate financial constraints and the stakeholder-weighted CSR index, but not the equal-weighted CSR index. This finding implies that only CSR strategies with which stakeholders are prioritized can provide a positive impact upon the firm's ability to access finance in capital market.

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The Impact of Operational Diversity on Corporate Philanthropy: An Empirical Study of U.S. Companies

Cited by 8 publications

References 52 publications

Age diversity management and organisational outcomes: The role of diversity perspectives

Age diversity management and organisational outcomes: The role of diversity perspectives

Women on Boards of Directors and Corporate Social Performance: A Meta‐Analysis

Corporate Social Responsibility and Financial Constraints: Evidence from Korean Firms

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