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Asia Pacific Journal of Management
Erschienen in: Asia Pacific Journal of Management 4/2018

01.12.2017

Ownership influences on corporate social responsibility in the Indian context

Erschienen in: Asia Pacific Journal of Management | Ausgabe 4/2018

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Abstract

The empirical evidence from the extant literature has been equivocal regarding the influence exerted by different ownership types on corporate social responsibility (CSR), especially in developing countries such as India characterized by institutional voids. We use a longitudinal panel dataset of 500 large Indian companies to test a model of corporate ownership forms as key determinants of CSR engagement in India. Based on neo-institutional theory, our model of CSR determinants investigates the roles of three salient aspects of ownership namely multinational ownership/affiliation, state ownership and family ownership and control, after controlling for the influence of firm size, firm age, leverage, the availability of slack resources, profitability and various governance attributes. Our ordered logit regressions indicate strong support for the role of multinational ownership and family control and management in promoting higher levels of CSR engagement. Contrary to expectations, public sector ownership appeared to negatively impact CSR engagement. We offer our conjectures on this anomalous finding and the research possibilities it opens up.
Vorheriger Artikel Building social capital and human capital for internationalization: The role of network ties and knowledge resources
Nächster Artikel Correction to: Ownership influences on corporate social responsibility in the Indian context

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Fußnoten
1
CSR refers to “the firms’ considerations of, and responses to issues beyond the narrow economic, technical, and legal requirements of the firm to accomplish social (and environmental) benefits along with the traditional economic gains which the firm seeks” (Davis, 1973: 312).
 
2
In recent years, the Indian government has mandated CSR recommendations for firms, including calling for firms to allocate 2% of the preceding three years’ net profits to CSR activities (as per the Companies Act of 2013). We note that our study sample period ends before this date. Thus, we provide evidence of the impact of ownership types on CSR engagement during a regime when CSR engagement was not mandated but was largely voluntary.
 
3
Based on Singla et al.’s (2014) suggested criteria, a firm was termed as a family controlled firm (coded ‘1′) if any two of the following criteria were met: (1) the founding family had 20% or more stake in the firms, (2) a member of the founding family was Chairperson of the firm, and (3) another member of founding family was on the board. Likewise, we categorized a firm as a family managed firm (coded 1) if any two of the following three criteria were met; otherwise it was coded 0: (1) a founding family member was the CEO of the firm, (2) a member of founding family was an executive director, and (3) more than one member of the founding family were executive directors. Therefore, an FCFM firm was coded as 1 when both the family controlled firm variable and the family managed firm variable had values equal to 1, else it was coded 0.
 
4
Both these companies have recently started to be actively involved in various CSR initiatives. For example, Bharat Electronics Limited (BEL) has carried out a number of CSR activities in the recent years like building new schools, improving facilities in government hospitals and contributing towards disaster relief (Bharat Electronics Limited, 2017). Similarly, National Aluminium Company Limited (NALCO) has been involved in a number of activities like improving facilities in government schools, community development, water supply and disaster relief (National Aluminium Company Limited, 2017).
 
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Metadaten
Titel
Ownership influences on corporate social responsibility in the Indian context
Publikationsdatum
01.12.2017
Erschienen in
Asia Pacific Journal of Management / Ausgabe 4/2018
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI
https://doi.org/10.1007/s10490-017-9546-8

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