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

Journal of Business Ethics 136 (2):281-292 (2016)
  Copy   BIBTEX


Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility 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.



    Upload a copy of this work     Papers currently archived: 91,202

External links

Setup an account with your affiliations in order to access resources via your University's proxy server

Through your library

Similar books and articles

Construction of owner–manager identity in corporate social responsibility discourse.Merja Lähdesmäki - 2012 - Business Ethics, the Environment and Responsibility 21 (2):168-182.


Added to PP

19 (#750,145)

6 months
1 (#1,444,594)

Historical graph of downloads
How can I increase my downloads?