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Journal of Business Ethics

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17.02.2016

Corporate Social Irresponsibility and Executive Succession: An Empirical Examination

verfasst von: Shih-Chi Chiu, Mark Sharfman

Erschienen in: Journal of Business Ethics | Ausgabe 3/2018

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Abstract

This study contributes to the corporate social responsibility, stakeholder theory, and executive succession literature by examining the effect of corporate social irresponsibility (CSiR) on strategic leadership turnover. We theorize that firms’ CSiR increases the likelihood of executive turnover. We also investigate the nature of succession (non-voluntary or voluntary succession) and successor origin (internal candidate or external candidate) following CSiR. We further examine how the CSiR–CEO succession relationship is moderated by firm visibility to stakeholders and industry dynamism. Our results, based on a dataset of 248 U.S. public firms between 2001 and 2008, provide evidence that firms’ CSiR affects what is conventionally seen as primarily a market-driven decision on executive turnover, especially when firms operate in a more dynamic industry. Research contributions and implications are discussed.

Vorheriger Artikel Challenging Masculinity in CSR Disclosures: Silencing of Women’s Voices in Tanzania’s Mining Industry

Nächster Artikel Group Effects on Individual Attitudes Toward Social Responsibility

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Titel: Corporate Social Irresponsibility and Executive Succession: An Empirical Examination
verfasst von: Shih-Chi Chiu
Mark Sharfman
Publikationsdatum: 17.02.2016
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 3/2018
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-016-3089-7

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