Journal of Business Ethics 17 (14):1595-1603 (1998)
Authors | |
Abstract |
While it is widely assumed that greater diversity in corporate governance will enhance a firm’s corporate social performance, this study considers an alternative thesis which relates managerial control to corporate philanthropy. The study empirically evaluates both board diversity and managerial control of the board as possible predictors of corporate philanthropy. The demonstration of a positive relationship between managerial control and corporate philanthropy contributes to our understanding that corporate social performance results from a complex set of economic and social motives. Possible future research and managerial implications are discussed.
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Keywords | Philosophy Ethics Business Education Economic Growth Management |
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Reprint years | 2004 |
ISBN(s) | |
DOI | 10.1023/A:1005748230228 |
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Citations of this work BETA
Board Composition and Corporate Social Responsibility: The Role of Diversity, Gender, Strategy and Decision Making.Kathyayini Rao & Carol Tilt - 2016 - Journal of Business Ethics 138 (2):327-347.
CEO Incentives and Corporate Social Performance.Jean McGuire, Sandra Dow & Kamal Argheyd - 2003 - Journal of Business Ethics 45 (4):341 - 359.
Corporate Philanthropic Giving, Advertising Intensity, and Industry Competition Level.Ran Zhang, Jigao Zhu, Heng Yue & Chunyan Zhu - 2010 - Journal of Business Ethics 94 (1):39-52.
Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence. [REVIEW]Taïeb Hafsi & Gokhan Turgut - 2013 - Journal of Business Ethics 112 (3):463-479.
Firm Size, Organizational Visibility and Corporate Philanthropy: An Empirical Analysis.Stephen Brammer & Andrew Millington - 2006 - Business Ethics, the Environment and Responsibility 15 (1):6–18.
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