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

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

doi:10.1007/s10551-012-1445-9

Cited by 62 publications

(58 citation statements)

References 54 publications

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“…; Kabongo et al . , among others). ‘Women directors are more likely to feel their responsibility to address issues relating to women's recruitment, retention, development, and advancement during board meetings, acting as modest forces for change and impacting moral as well as the retention of managerial women in companies’ (Burke 1994 cited in Jamali et al .…”

Section: Discussionmentioning

confidence: 98%

Does having women managers lead to increased gender equality practices in corporate social responsibility?

et al. 2014

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There is increasing interest in determining what impact having women in management positions may have on corporate social responsibility (CSR) initiatives. Various authors suggest that gender equality practices should be factored into the broader framework of CSR. This paper examines how the presence of women on corporate boards, in top and middle management and as heads of CSR departments, influences gender equality practices in the field of CSR. Using information collected from companies that have signed up to Women's Empowerment Principles in Spain, we show that the presence of women in the aforesaid posts has a positive impact on CSR activities with gender equality objectives. We thus supplement the justice, business and moral arguments with further arguments in support of the incorporation of women into not only corporate boards but all management positions. Finally, we provide a view of how gender equality can be included in the broader framework of CSR.bs_bs_banner

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Section: Discussionmentioning

confidence: 98%

Does having women managers lead to increased gender equality practices in corporate social responsibility?

et al. 2014

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“…Highlighting the role of women, we expect universities led by women to foster CSR initiatives, practices, and policies to a greater extent than those led by men. We also expect the information that the university discloses on these issues to increase [42]. Based on this idea, we propose the following hypothesis:…”

Section: Gender Of the University Rectormentioning

confidence: 97%

“…The presence of women at the managerial level has a positive influence on business performance, and this influence is related to women's personal characteristics [40,41]. These characteristics also have a positive influence on non-financial indicators related to CSR, as women tend to promote more interpersonal channels of communication and participation in decision-making [34,41,42], have more empathy and inclination to social issues, are usually more concerned with ethical and environmental behavior [43], and feel more comfortable with activities that involve community relations [38,39]. A greater number of women on boards thus increases actions oriented to creating perceptions of well-being and is more likely to communicate to the public in general.…”

Section: Gender Of the University Rectormentioning

confidence: 99%

Corporate Governance and Disclosure of Information on Corporate Social Responsibility: An Analysis of the Top 200 Universities in the Shanghai Ranking

et al. 2020

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Corporate Social Responsibility (CSR) and its disclosure in the university environment is a topic of current relevance, as it makes the entities' commitments visible and provides indicators that enable them to improve the institution management and communication with stakeholders. The goal of this study is to determine to what extent the structure and mechanisms for governance and the demands of stakeholders influence policy for disclosing CSR information, both in general (more related to a strategic perspective) and specifically (more focused on specific social, environmental, economic, and educational issues). The results of our analysis of a sample of the top 200 universities in the Shanghai Ranking show no association of the profile and gender of the university's rector and frequency of board meetings with CSR disclosure policy, but leadership team, the size of governance board, committees in the governance board and stakeholder participation are factors determining disclosure of information on matters of CSR. The results show that proximity to the day-to-day, diversification of functions, and communication with interest groups are crucial to transparency and disclosure of CSR information.Given the growing concern for CSR, this situation requires in-depth study to enable fuller development in the university environment of a theoretical framework based fundamentally on stakeholder theory. We can understand the behaviors carried out by universities based on stakeholder theory. According to this theory, universities, as agents of society, seek to meet the demands and needs of stakeholders and acquire commitments on social and environmental issues. This theory can explain the disclosure of CSR information to fulfil the responsibility of being transparent and thus achieving the commitment of stakeholder [7]. Therefore, one essential point for effective development and integration of CSR policies and strategies in the culture of higher education institutions is identification of stakeholders' expectations and needs-that is, entering into dialogue with these actors [8,9] by establishing communication channels and improving transparency through disclosure of financial and non-financial information [10,11]. Such actions make universities accountable to society and improve the satisfaction of their different social interlocutors by showing understanding that satisfaction of these interlocutors revolves around demand for more information, a more transparent mode of functioning, and the possibility of participation [12]. We propose that this approach involves a top-down strategy in the organizational structure of the universities. This proposal requires the analysis of Corporate Governance (CG) mechanisms in managing the institution and how they find out and assumes the different interest groups-employees, investors, suppliers, customers, local communities, and society in general-that affect and are affected by its activities [13]. One of the contributions of this paper is to establish the relationship between the CG str...

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“…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, 2015;Williams, 2003). For instance, Kabongo, Chang, and Li (2013) found that diversity practices influence CSR more than demographic diversity alone.…”

Section: Employee Retention Has Become Vitalmentioning

confidence: 99%

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

Cited by 62 publications

References 54 publications

Does having women managers lead to increased gender equality practices in corporate social responsibility?

Does having women managers lead to increased gender equality practices in corporate social responsibility?

Corporate Governance and Disclosure of Information on Corporate Social Responsibility: An Analysis of the Top 200 Universities in the Shanghai Ranking

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

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