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The Promise of a Managerial Values Approach to Corporate Philanthropy

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Abstract

This article presents an alternative rationale for corporate philanthropy based on managerial values of benevolence and integrity. On the one hand, top managers with benevolence and integrity values are more likely to spread their intrinsic concern for others into the wider society in the form of corporate philanthropy. On the other hand, top managers high in benevolence and integrity are likely to contribute to improved managerial credibility and trusting firm-stakeholder relationships, thereby improving corporate financial performance. Therefore, the article makes the argument that both corporate philanthropy and corporate financial performance can better be interpreted as resulting from managers’ benevolence and integrity values.

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  1. Management of Organizations, Hong Kong University of Science & Technology, Clear Water Bay, Kowloon, Hong Kong SAR, China

    Jaepil Choi & Heli Wang

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  1. Jaepil Choi
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  2. Heli Wang
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Correspondence to Heli Wang.

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Jaepil Choi is an Assistant Professor at the Hong Kong University of Science and Technology. His research is focused on organizational justice perceptions, leadership, work-family interface issues, and corporate social performance. He has published in Academy of Management Journal, Journal of International Business Studies, Journal of Organizational Behavior, Leadership Quarterly, Administration & Society, and Management and Organization Review.

Heli Wang is currently an Assistant Professor in strategic management at the Hong Kong University of Science and Technology. Her areas of interests are in the resource-based view of the firm, stakeholder incentives, risk management and social performance. She has previously published in Academy of Management Review, Journal of Economic Behavior and Organization, Journal of Applied Psychology, and Long Range Planning.

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Choi, J., Wang, H. The Promise of a Managerial Values Approach to Corporate Philanthropy. J Bus Ethics 75, 345–359 (2007). https://doi.org/10.1007/s10551-006-9257-4

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