{"title":"CEO权力与企业社会责任","authors":"J. Harper, Li Sun","doi":"10.1108/AJB-10-2018-0058","DOIUrl":null,"url":null,"abstract":"\nPurpose\nThe purpose of this paper is to examine the impact of chief executive officer (CEO) power on corporate social responsibility (CSR) performance.\n\n\nDesign/methodology/approach\nThe authors use regression analysis to investigate the research question.\n\n\nFindings\nUsing a 23-year panel sample with 1,574 unique US firms and 8,575 firm-year observations, the authors find a significant and negative relation between CEO power and CSR, suggesting that firms with more powerful CEOs engage in less CSR activities.\n\n\nOriginality/value\nThe results reveal that more powerful CEOs become less responsive to the needs of stakeholder groups, confirming the validity of the stakeholder theory of CSR.\n","PeriodicalId":44116,"journal":{"name":"American Journal of Business","volume":"2 1","pages":""},"PeriodicalIF":1.1000,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"27","resultStr":"{\"title\":\"CEO power and corporate social responsibility\",\"authors\":\"J. Harper, Li Sun\",\"doi\":\"10.1108/AJB-10-2018-0058\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"\\nPurpose\\nThe purpose of this paper is to examine the impact of chief executive officer (CEO) power on corporate social responsibility (CSR) performance.\\n\\n\\nDesign/methodology/approach\\nThe authors use regression analysis to investigate the research question.\\n\\n\\nFindings\\nUsing a 23-year panel sample with 1,574 unique US firms and 8,575 firm-year observations, the authors find a significant and negative relation between CEO power and CSR, suggesting that firms with more powerful CEOs engage in less CSR activities.\\n\\n\\nOriginality/value\\nThe results reveal that more powerful CEOs become less responsive to the needs of stakeholder groups, confirming the validity of the stakeholder theory of CSR.\\n\",\"PeriodicalId\":44116,\"journal\":{\"name\":\"American Journal of Business\",\"volume\":\"2 1\",\"pages\":\"\"},\"PeriodicalIF\":1.1000,\"publicationDate\":\"2019-07-15\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"27\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"American Journal of Business\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/AJB-10-2018-0058\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q4\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"American Journal of Business","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/AJB-10-2018-0058","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"BUSINESS","Score":null,"Total":0}
Purpose
The purpose of this paper is to examine the impact of chief executive officer (CEO) power on corporate social responsibility (CSR) performance.
Design/methodology/approach
The authors use regression analysis to investigate the research question.
Findings
Using a 23-year panel sample with 1,574 unique US firms and 8,575 firm-year observations, the authors find a significant and negative relation between CEO power and CSR, suggesting that firms with more powerful CEOs engage in less CSR activities.
Originality/value
The results reveal that more powerful CEOs become less responsive to the needs of stakeholder groups, confirming the validity of the stakeholder theory of CSR.
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