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Journal of Business Ethics

Erschienen in:

23.12.2014

When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility

verfasst von: Jeremy Galbreath

Erschienen in: Journal of Business Ethics | Ausgabe 2/2016

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Abstract

Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility (CSR) in a sample of large Australian public firms. Specifically, this study posits that outside directors and women on boards are complementary in that their multiplicative effect incrementally influences CSR above their individual, independent effects. The hypothesis is confirmed. Further, the study tests the interactive effect of a senior CSR manager, determining the independent and complementary effects of managerial resources upon board resources. The results suggest that a senior CSR manager has both an independent and complementary effect, offering support for the hypotheses. The findings offer some confirmation of resource-based theory, demonstrating that board resources can be complementary within the boardroom context and complementary to management in positively affecting firm outcomes.

Vorheriger Artikel The Field of Business Sustainability and the Death Drive: A Radical Intervention

Nächster Artikel Environmental Performance Focus in Private Family Firms: The Role of Social Embeddedness

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Titel: When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility
verfasst von: Jeremy Galbreath
Publikationsdatum: 23.12.2014
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 2/2016
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-014-2519-7

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