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Journal of Business Ethics

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16.08.2017 | Original Paper

Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach

verfasst von: Marko Reimer, Sebastiaan Van Doorn, Mariano L. M. Heyden

Erschienen in: Journal of Business Ethics | Ausgabe 4/2018

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Abstract

In this study, we examine the influence of senior leadership on firms’ corporate social responsibility (CSR). We integrate upper echelons research that has investigated either the influence of the CEO or the top management team (TMT) on CSR. We contend that functional experience complementarity between CEOs and TMTs in formulating and implementing CSR strategy may underlie differentiated strategies in CSR. We find that when CEOs who have predominant experience in output functions are complemented by TMTs with a lower proportion of members who have experience in output functions, there is a pronounced effect on the community, product, and diversity dimensions of CSR. In turn, when output-oriented CEOs are complemented by output-oriented TMTs, we observe an effect on the employee relations dimension of CSR. Interestingly, we find no influence of CEO-TMT complementarity on the environment dimension of CSR. In general, our empirical results support the relevance of the interaction between CEOs and their TMTs in defining their firms’ CSR profile.

Vorheriger Artikel The Nature, Measurement and Nomological Network of Environmentally Specific Transformational Leadership

Nächster Artikel Alliance Network Centrality, Board Composition, and Corporate Social Performance

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Titel: Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach
verfasst von: Marko Reimer
Sebastiaan Van Doorn
Mariano L. M. Heyden
Publikationsdatum: 16.08.2017
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 4/2018
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-017-3657-5

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