We draw from upper echelons theory to investigate whether the presence of a chief sustainability officer (CSO) is associated with better corporate environmental performance in highly polluting industries. Such firms are under strong pressure to remediate environmental damage, to comply with regulations, and to even exceed environmental standards. CSOs in these firms are likely to be hired as legitimate agents to lead and successfully implement environmental strategy aimed at reducing pollution levels. Interestingly and contrary to our expectations, (...) we found that the presence of a CSO is associated with higher levels of pollution emissions. Nonetheless, we found that the CSO has a positive influence on a firm’s environmental performance if faced with strict environmental regulations. We argue that the enforcement of environmental regulations enhances monitoring and accountability of pollution emissions. The sample for this study comprised all the S&P 500 firms required by the Environmental Protection Agency to annually report their toxic emissions to the Toxic Release Inventory. Data were collected for a 6-year period from 2006 to 2011. We used a panel data regression and employed propensity score matching to correct for potential endogeneity problems. (shrink)

This study explores the impact of CEO ability on corporate environmental sustainability information disclosure. We take samples from Chinese A-share listed companies from 2010 to 2019 and use the ordinary least squares as a baseline regression model to check the relationship between CEO ability and corporate environmental sustainability information disclosure. Our findings are robust to different corporate environmental sustainability information disclosure measures and CEO ability. We found a positive association between CEO ability and corporate environmental sustainability (...) information disclosure; thus, firms with a more able CEO are more likely to disclose more corporate environmental sustainability information. Our results also found a significant negative interaction coefficient between CEO ability and CEO career concerns. As the CEO grows older, his/her ability decreases; therefore, corporate environmental sustainability information disclosure reduces. Furthermore, we document that a female CEO strengthens the relationship between CEO ability and corporate environmental sustainability information disclosure. The study results are important for understanding corporate environmental responsibility development and implementation, particularly in China. (shrink)

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions (...) being installed to the TMT?What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT. (shrink)

I present a review of the top management teams (TMTs) of the largest public corporations in the U.S. and Scandinavia (one thousand in total) to identify corporations that have a TMT position with “corporate social responsibility” (CSR) or a “CSR synonym” like sustainability or citizenship explicitly included in the position title. Through this I present three key findings. First, I establish that a number of CSR TMT positions exist and I list all identified corporations and associated position titles. Second, (...) I show that Scandinavian corporations are significantly more likely than U.S. corporations to have such CSR TMT positions. This finding serves as evidence that the U.S. may have been surpassed by a subset of Europe, i.e., Scandinavia, in at least one relevant measure of explicit CSR, whereby this study may serve witness to a noteworthy juncture post Matten and Moon’s (Academy of Management Review, 33(2):404–424, 2008) “Implicit & Explicit CSR” article. And third, I show that corporations with a CSR TMT position are three times more likely to be included in the Dow Jones Sustainability Index (DJSI) than corporations with none. A range of further research opportunities stemming from these findings include exploring whether explicit attention to CSR by the corporation is indicative of a longer term trend that has to do with attention to responsible business and whether a move away from the expression ‘CSR’ toward the expression ‘sustainability’ is underway and what this may entail. (shrink)

Recent years have seen a significant increase in stakeholder pressure on firms to be not only economically sustainable but also from an environmental and social perspective. Besides operational changes in practices and products companies have reacted toward this increased pressure from a strategic perspective through structural changes of their top management team. A recent addition to the TMT has been the appointment of the chief officer of corporate social responsibility. In this paper, we take a behavioral perspective and (...) investigate how the employment of a chief officer of CSR to the TMT impact on firm performance. Specifically, we explore how certain characteristics of the newly appointed chief executive of CSR impact on a firm’s financial performance. We collected secondary, longitudinal data of listed companies in the United States. Results indicate that appointing a chief executive of CSR does under certain conditions and characteristics result in financial performance benefits. Furthermore, the greatest financial performance benefits can be achieved if the appointee is female and has a CSR functional background. (shrink)

Prior research suggests that voluntary environmental governance mechanisms operate to enhance a firm’s environmental legitimacy as opposed to being a driver of proactive environmental performance activities. To understand how these mechanisms contribute to the firm’s environmental legitimacy, we investigate whether environmental corporate governance characteristics are associated with voluntary environmental disclosure. We examine an increasingly important attribute of a firm’s disclosure setting, namely the disclosure of greenhouse gas (GHG) information. GHG information represents proprietary non-financial information about the firm’s exposure to environmental (...) concerns and is related to the firm’s operations and future profitability. Thus, we expect governance participants would view such information as a potentially important strategic device for managing stakeholders’ demands for information concerning environmental risks. We find that the presence of an environmental committee and a Chief Sustainability Officer (CSO) is positively associated with the likelihood of GHG disclosure and that CSOs are associated with disclosure transparency. Further analysis reveals that the likelihood of disclosure is associated with committee size, number of committee meetings, expertise of committee members and CSO, and overlap between the environmental committee and audit committee. Only expertise of the environmental committee members and the CSO are associated with GHG disclosure transparency, while larger committees tend to be associated with lower transparency. Our results are particularly important to those with interests in evaluating the potential role that corporate governance mechanisms play in responding to stakeholder concerns about environmental risks. Directors and officers who are considering appointment to similar governance positions, may wish to consider what attributes would make such governance positions more influential. (shrink)

Company decision makers constantly face the competing demands of business and sustainability. Although chief executive officers (CEOs) are the main actors responsible for ensuring overall company performance and addressing multiple competing demands, few studies have explored their understanding of business and sustainability and how these understandings relate to tensions and tension handling. The present study uses a discursive approach to analyse CEO interview data and identifies three distinct discourses—instrumental, normative and transformative discourses—through which the CEOs construct corporate (...) sustainability. These discourses occur simultaneously and result in different tensions and tension management strategies. By offering an approach for examining individual CEOs' corporate sustainability constructions alongside tension construction and management in their contexts, this study contributes to the literature on tensions in corporate sustainability. The simultaneous presence of contradictory yet intertwined discourses illustrates how CEOs respond to complexity related to corporate sustainability, including multiple strategic objectives, diverse stakeholder demands and associated tensions. The discourses also reveal how CEOs' language use fosters or hinders corporate sustainability actions and determines who and what is taken into consideration. The findings related to the CEOs' transformative discourse introduced in this paper demonstrate such constructions that have potential to address and transcend competing business and sustainability demands. (shrink)

This empirical paper examines individual-level cognitive factors associated with developing an orientation to sustainable development issues among a population of business practitioners from France. Across two studies, we survey 180 financial managers and 83 finance students, as well as 144 managers from other business disciplines and 117 non-finance business students. We consider ability and motivation variables integrated and adapted into a cognitive elaboration model for sustainable decision making. Specifically, we examine the degree of influence of two factors on the ethical (...) sensitivity to sustainability: the moral maturity of the individual, and the perceived moral intensity of a sustainability issue. Our investigation offers insights into how financial managers perceive the importance of sustainability for corporate strategy. (shrink)

This paper examines the relationship between turnover among chief executive officers and corporate sustainability performance by identifying the influence of two major types of succession to the top job and the reasons for change. Our model also integrates the firm’s past prioritization of CSP and the impact of a company’s participation in the Global Reporting Initiative. Upper echelons theory and agency theory frameworks are adopted to understand CSP. Using an analysis of panel data for 88 public companies across (...) 13 years in France, we find that a change of chief executive has a positive and significant effect on CSP 5 years after the change. This positive effect is stronger when the new CEO is recruited from outside the firm. The impact on CSP is invariably positive and significant, except for voluntary departures. The arrival of a new CEO affects CSP less when the firm has already achieved a high standard of CSP and participates in the GRI. These results are obtained after controlling CSP determinants already validated in the literature. The findings show that expectations of CEOs are not solely economic and financial but also concern CSP. In terms of governance, they should prompt shareholders looking to strengthen CSP to choose new CEOs from outside the firm and to encourage the firm to participate in the GRI. (shrink)

Business Ethics, the Environment &Responsibility, Volume 33, Issue 2, Page 217-240, April 2024.

General Electric has a rich history of being in the center of public discourse regarding the intersection of corporate strategy and environmental concerns. During Jeffrey Immelt’s tenure as Chief Executive Officer, G.E. has taken a proactive approach to coupling corporate social responsibility with organizational profitability in its Ecomagination initiatives. Critics abound with some investor groups questioning the utility of Immelt’s approach for shareholder returns while other stakeholder groups question G.E.’s motives and methods. This case study reviews G.E.’s past (...) CSR efforts and the more recent Ecomagination program and its efficacy and sustainability. The case was developed from public sources. (shrink)

Do chief financial officers (CFOs) of publicly held corporations agree with the Institute of Management Accountants' (IMA) Standards of Ethical Conduct and are they willing to adopt them? To address these issues, a survey was conducted concerning the Standards. The IMA issued the Pronouncement of Standards in June, 1982.In November, 1992, 790 survey questionnaires were mailed to chief financial officers (CFOs) of corporations listed in Forbes. These CFOs held the positions of vice president of finance and controller. Completed (...) questionnaires were received from 208 CFOs representing a 26.3% response rate. The questionnaire employed a 5-point Likert scale and included seven demographic questions to facilitate the interpretation of the findings. (shrink)

Abstract The values of the healthcare sector are fairly ubiquitous across the globe, focusing on caring and respect, patient health, excellence in care delivery, and multi-stakeholder collaboration. Many individual pharmacists embrace these core values. But their ability to honor these values is significantly determined by the nature of the system they work in. -/- The paper starts with a model of the prevailing pharmacist workforce model in Scotland, in which core roles are predominantly separated into hierarchically disaggregated jobs focused on (...) one professional ‘pillar’: Clinician /Practice Provider; Educator; Leader/Manager; and Researcher. This is the ‘Atomistic’ Model. This skills-segregation yields a workforce of individuals working in isolation rather than collaborating together, and lacking a shared information flow, purpose and identity. Key strategic flaws include suboptimal responsiveness to population and subpopulation needs, inconsistency and inequity of care, an erosion of professional agency, and lower job satisfaction. It is conjectured that this results from a lack of congruence between values, professional ethos, and organizational structure. ‘Atomism’ culminates in a syndrome of widespread professional-level cognitive dissonance. -/- The paper contrasts this with a new emerging workforce vision, The Collaborative Care Model. This new model defines a systems-first-approach, built on the principle that all jobs must include all four professional ‘pillars’. Vertical skills integration, involving education and task sharing, will support sustainability and succession planning. Horizontal skills integration (across practice, leadership and research) is included to improve responsiveness to population need and individual professional agency. The working conditions, supportive ethos, and career structure needed to make the model work are described. Moral theory and workforce theory are used to justify why the model may be more effective for population health, delivering greater job satisfaction for individuals and ultimately helping systematically realize and honor healthcare values. Finally, the paper sketches the first steps needed to implement the model at the national level, starting with the operationalization of new multi-pillar professional curricula across the career spectrum. Potential pitfalls and challenges are also discussed. -/- Co-Authors: 1. Paul Forsyth (PF) Lead Pharmacist Clinical Cardiology, Pharmacy, NHS Greater Glasgow & Clyde. Contribution: Conceptualization; Model Curation; Model Theory; Model Visualization; Writing - original draft (lead author), Writing - review & editing (lead author) 2. Andrew Radley (AR), Consultant in Public Health Pharmacy, NHS Tayside. Contribution: Conceptualization; Model curation; Model Theory; Writing - review & editing 3. Gordon Rushworth (GR), MPharm MSc FFRPS FRPharmS (Consultant). Programme Director, Highland Pharmacy Education & Research Centre, NHS Highland, Inverness. Contribution: Model curation; Writing - review & editing 4. Fiona Marra (FM) National Lead Clinician Scottish Infection and Immunology Network (SPAIIN) / Advanced Pharmacist HCV / HIV, NHS Greater Glasgow & Clyde. Contribution: Model curation; Writing - review & editing 5. Susan Roberts (SR) Associate Postgraduate Pharmacy Dean, NHS Education for Scotland. Contribution: Model curation; Writing - review & editing 6. Roisin O’Hare (RO) Lead Teacher Practitioner Pharmacist, Northern Ireland University Network, Southern Health and Social Care Trust. Contribution: Model curation; Writing - review & editing 7. Catherine Duggan (CD) Chief Executive Officer, International Pharmaceutical Federation (FIP). Contribution: Model curation; Writing - review & editing 8. Barry Maguire (BM) Senior Lecturer, School of Philosophy, Psychology and Life Sciences, The University of Edinburgh. Contribution: Conceptualization; Model Curation; Model Theory; Model Visualization; Supervision; Writing - original draft (senior academic supervisor), Writing - review & editing (senior academic supervisor) -/- . (shrink)

This study examines the relationship between chief executive officers ’ collectivistic cultural background and corporate pollution abatement behavior among industrial firms in China. Using hand-collected data on birthplaces of CEOs of the industrial firms, we provided robust evidence that CEOs born in provinces with a higher level of collectivistic culture promote corporate pollution abatement performance. This study further shows that firms exhibit significant differences in their emission reduction behavior when firms are subjected to environmental regulation shocks: firms with collectivistic (...) CEOs tend to reduce more pollution than firms with individualistic CEOs without sacrificing their firms’ production. (shrink)

Ten years ago, when I was president and chief executive officer of Rady Children's Hospital in San Diego, if you had asked me about our commitment to environmental sustainability or about the hospital's carbon footprint, I would have given you a blank look. The issues were simply not on my radar screen. And that was true of most health care leaders.The good news? Environmental sustainability is becoming a health care priority, and exciting progress is occurring. In (...) Greening Health Care: How Hospitals Can Heal the Planet, Kathy Gerwig eloquently relates how one leading large health care system, Kaiser Permanente, achieved remarkable results in responding to the environmental health challenge over the past several years. (shrink)

Chief executive officer tenacity plays an important role in corporate entrepreneurial activity. However, much less is known about its impact on employee intrapreneurship. Drawing from social information processing theory and upper echelons theory, this article examines the hitherto unexplored nexus between CEO tenacity and employee intrapreneurship, as well as the mediating role of corporate social responsibility. Quantitative data were collected through a survey administered to 294 employees working in different sectors that engage in CSR activities in China. Data (...) analysis was performed using hierarchical regression method through Stata 16.0. It was found that CEO tenacity was significantly positively correlated with employee strategic renewal behavior and employee venture behavior. The positive correlation between CEO tenacity and CSR was also significant. Besides, CSR partially mediated the relationship between CEO tenacity and employee strategic renewal behavior or employee venture behavior. This study extends research on CEO tenacity, CSR, or employee intrapreneurial behavior by providing a better understanding of the direct effects of CEO tenacity on employee intrapreneurial behavior and CSR. From the perspective of cross-fertilization between psychology and management, this study establishes the interface role of CSR by elucidating the intrinsic mechanism of CEOs with high levels of tenacity to stimulate employee intrapreneurial behavior through CSR. (shrink)

General Electric (G.E.) has a rich history of being in the center of public discourse regarding the intersection of corporate strategy and environmental concerns. During Jeffrey Immelt’s tenure as Chief Executive Officer, G.E. has taken a proactive approach to coupling corporate social responsibility with organizational profitability in its Ecomagination initiatives. Critics abound with some investor groups questioning the utility of Immelt’s approach for shareholder returns while other stakeholder groups question G.E.’s motives and methods. This case study reviews G.E.’s (...) past CSR efforts and the more recent Ecomagination program and its efficacy and sustainability. The case was developed from public sources. (shrink)

Since 1999, dozens of companies have created senior executive privacy officer positions.

Since 1999, dozens of companies have created senior executive privacy officer positions.

Functional diversity is related to functional areas in which CFOs are experienced. It reflects their number of general managerial skills or social ties to some extent. In this paper, we try to examine whether there is an association between CFO functional diversity and the timeliness of annual reports. Using data on Chinese listed firms from 2009 to 2017, we found that in state-owned enterprises, there is a negative relationship between this diversity and timeliness. However, the promotion incentive of CFOs with (...) functionally diverse experience can weaken this negative relationship. We also found that there is a positive relationship between the two factors in private enterprises whose offices are headquartered in regions with a low degree of marketization. We use difference-in-differences method to test the hypotheses again. The conclusions remain robust. (shrink)

Our aim is to analyze the position of the leader in relation to the ethical dimension of truth-telling within the organization under his/her control. Based on Michel Foucault’s study of truth-telling, we demonstrate that the role of the leader toward the corporation and the imperative of organizational performance place the leader in an ambiguous position: he/she is obliged to take the lead in “telling the truth” internally and externally, but also to bear the consequences of this “truth-telling” for the organization (...) and for himself/herself. In this process of construction and implementing the truth, the leader is organizer and figurehead of the corporation’s truth-telling practices: determining the frontiers between truth that can be said and that which should remain hidden, both inside and outside the corporation; establishing a dialogue based on truth ; guaranteeing that the rules of truth-telling are respected; and offering a truth which is compatible with the firm’s economic and ethical interest. Invested with the authority—the office—of managing truth within the corporation, the leader can be considered to be the “Chief Truth Officer.” From this perspective, we demonstrate that this role requires specific skills, like courage and practical wisdom. (shrink)

The creation of a specialized executive position that oversees sustainability activities represents a distinct shift in the structure of top management teams and their approach for addressing sustainability concerns. However, little is known about these management team members, namely the corporate sustainability officers or CSOs. We examine CSO appointments and their association with subsequent sustainability performance. Our results indicate that the creation of a CSO position may represent more of a symbolic versus substantive governance mechanism. Further (...) tests suggest that CSO expertise and the firm’s existing sustainability performance affect the association between the CSO and post-appointment sustainability performance. We find no association between CSO appointments and subsequent sustainability performance for firms that were already poor performers, while firms possessing relatively higher levels of prior sustainability performance appointing a CSO begin to experience significant improvements to performance after 3 years. We further find that CSOs with prior sustainability expertise are associated with increases in sustainability performance in firms that were already strong performers, but not in firms with poor sustainability performance. Non-expert CSOs, on the other hand, are associated with initial decreases in performance for poor performing firms, whereas better performing firms hiring non-expert CSOs are able to rely on other sustainability attributes of the firm and benefit from improvements in performance in the long term. We discuss the potential importance of these positions as it relates to symbolic versus substantive governance mechanisms through the lens of top management team literature streams. (shrink)

Inconsistent corporate social responsibility (CSR) practices across stakeholder groups may induce undesired consequences for the firm. This study investigates the longitudinal and differential effect of chief executive officer (CEO) tenure on external and internal CSR and the moderating effects of two important contingencies relevant to the firm's social investments: firm visibility and slack availability. It presents CEO tenure as an important upper echelon factor that may induce differential preferences toward external and internal CSR and, therefore, CSR inconsistencies. Accordingly, (...) it proposes two important and relevant contingencies and provides additional evidence on how a firm's visibility and slack availability could affect CEO tenure-related differential behaviors. The findings contribute to studies on the temporal orientations of CEOs and how they impact firm strategic behavior. They also contribute to the literature on firm visibility and slack and how they may interact with certain upper echelon characteristics and affect firm behaviors. The analysis cautions against the perceptions of the relationships between firm- and CEO-level variables and a firm's aggregate CSR. (shrink)

Managerial myopia occurs when executives value short-term benefits to the extent that firm long-run development will be obstructed. Recent studies have shown that the locality effect plays an important role in managerial myopia—local United States chief executive officers who work near their home states are less likely to behave myopically because of more effective monitoring and greater reputation concern. In an emerging market, government policies play a more important role in the strategic planning enterprises. A local CEO may have (...) better understanding of local government’s policies thus makes less short-term decisions. This article adds to this literature by testing whether local-province CEOs in China, i.e., the CEO’s native place or birthplace is in the same province as her company’s headquarters, are also far-sighted. Using data on 470 publicly listed non-state-owned Chinese firms from 2014 to 2018, supportive evidence has been found that non-local-province CEOs in China tend to cut R&D expenses for beating analyst forecasts, reversing earnings decline, or pursuing higher returns. This article also confirms social capital as one mechanism of Chinese local-province CEOs behaving less myopically. This investigation also adds to the literature by revealing a new mechanism that CEO locality in China has a positive and direct bearing on how governments support corporate innovation. (shrink)

Israeli enforcement law uses both direct and indirect enforcement — the former via attachment of assets, and the latter via imprisonment of the debtor. The use of indirect enforcement via imprisonment is problematic, as it violates the basic rights of the debtor. I will argue that in response to this problem, the law created a framework for the "debtor of limited means." I will demonstrate that not only does this create an improper definition of the task of the Chief (...) Enforcement Officer, but that it is also an inefficient way of dealing with an insolvent debtor. I will propose that the system differentiate between debtors who cannot pay their debts and those who do not want to pay their debts. I believe that encouraging the insolvent debtor to file for of bankruptcy will avoid the problem of imprisonment and enable the Chief Enforcement Officer to return to his natural role as judge of enforcement. Additionally, I suggest creating a separate track of "consumer enforcement," which would avoid the whole system of installments, imprisonment, and debtors of limited means, at least regarding consumer credit. (shrink)

Research on corporate political activity has considered a number of antecedents to a firm’s engagement in politics. The majority of this research has focused on either industry or firm-level motivations that lead to corporate political activity, leaving the role of the firm’s leader noticeably absent in such scholarship. This article combines ideas from Upper Echelons Theory with research in corporate political activity to bridge this important gap. More specifically, this research utilizes CEO demographic characteristics to determine whether a firm will (...) invest in political activity and how these characteristics influence the particular approach to political activity the firm undertakes. Considering 27 years of data from large U.S. firms, we find that a CEO’s age, tenure, functional, and educational backgrounds influence whether and how the firm invests in political activity. (shrink)

Despite numerous chief executive officers (CEOs) citing their religious convictions as the primary guiding framework for their decision-making, leadership behavior, business philosophy, and motivation to contribute to society, the impact of CEOs’ religious convictions is relatively limited in the business literature. However, the widespread yet potentially ambiguous impact of CEO religiosity, encompassing both a CEO’s religious denomination and level of religiosity, on individual, organizational, economical, and societal levels remains a neglected area of research. This gap is attributed to challenges (...) in conceptualizing and measuring this multifaceted construct, with existing research scattered and predominantly confined to the ethics domain. Notably, this oversight is significant given the pivotal role that CEOs, as primary decision-makers, play in organizational dynamics. This article aims to address this gap by conducting a systematic literature review of 50 articles focused on CEO religiosity, seeking to enhance the understanding of personal religion in the business world. Through an analysis of publication trends, methodological approaches, theoretical frameworks, and empirical findings, the review not only offers insights for future research and theorizing but also proposes a conceptual framework for understanding and advancing CEO religiosity research. Additionally, this review identifies specific areas warranting further investigation, thereby highlighting existing research gaps and providing explicit starting points for future research. Through these contributions, this article provides a blueprint for future research on CEO religiosity and holds significant implications for management practice. (shrink)

Since January 2020, Canadian Chief Medical Officers (CMOs) have rapidly evolved into public figures. However, the gendered makeup of this role seems to map onto CMO communication: 10 CMOs are women and 7 use Twitter to communicate, as opposed to 7 men, of whom only 3 have Twitter accounts. Adopting the theoretical lens of language ideology, this paper explores language and gender dimensions of Canadian Chief Medical Officer (CMO) health discourse by analyzing pandemic tweets from CMOs (January (...) 2020-June 2021, 21,389 tweets, 930,0883 words) using corpus-assisted discourse studies. Results suggest that male and female CMOs have not communicated to the same extent, nor have they used the same (range of) languages. Also, there are differences with regard to expressions of authority and compassion. While a paucity of male data poses methodological challenges, it also raises questions about the specific and disproportionate communication work accorded to and undertaken by women. The paper concludes by arguing that female CMOs’ adherence to stereotypically gendered ways of speaking is a strategy for navigating volatile online and offline environments, but that this raises questions about the longer-term impacts of authority in gendered discourse. (shrink)

Social information processing theory suggests that the chief executive officer’s entrepreneurial orientation is an organisational signal that influences the members’ innovativeness. Middle management teams are expected to be more innovative as they connect senior managers with frontline managers in the dynamic competitive environment of the digital economy. How CEOs guide MMT innovations through EO becomes critical in the process of capturing opportunities and creating value. However, previous research has failed to adequately identify distinct CEO EO manifestations with organisational (...) contexts configurations that influence MMTs innovation. Thus, based on differences in organisational contexts and MMTs’ cognition, this study thoroughly investigates how the vertical manifestation of CEO EO impacts the innovativeness of MMTs. We used fuzzy-set qualitative comparative analysis on a sample of 117 organisations to determine which configurations of CEO EO vertical penetration within an organisation can stimulate MMT innovativeness. The study discovered four first-level configurations that support stimulating MMT innovativeness respectively when the CEO EO is fully or partially manifested, and without the CEO EO. Moreover, we found the internal reasons for MMTs’ information interpretation heterogeneity, which is critical for realising the coordination and unity of entrepreneurial cognition and behaviours. Finally, these findings’ theoretical and practical implications are discussed. (shrink)

This paper attempts to cross the disciplinary boundaries of strategic management and social issues management to demonstrate the relationship between managerial characteristics and corporate social performance (CSP). Drawing on studies in strategic leadership research we develop and test hypotheses about linkages between top management attributes and different levels of CSP. Our results add credence to the argument that organizations are a reflection of their top managers, and encourage further systematic research of the influence of key executives in developing and implementing (...) socially responsible policies and programs. (shrink)

Corporate social responsibility strategy hinges largely on the CEO characteristics in the context of an emerging market. Based on a sample of 16,144 firm-year observations obtained from 1,370 unique Chinese-listed firms, which whether voluntarily issue CSR reports over the period 2008–2019, this paper empirically examined the impact of CEO characteristics on the likelihood of issuing CSR reports. We find that CEO age, MBA education, international experience and political ideology consciousness are positively associated with the possibility of issuing CSR reports, while (...) a newly appointed CEO will decrease the likelihood of issuing CSR reports. Moreover, we consider a contingent factor, namely CEO power over the board, can significantly enhance the relationship between CEO age, political ideology consciousness, and the likelihood of issuing CSR reports. Furthermore, there’s no significant evidence indicating that CEO power can moderate the relationship between MBA education, international experience, and the likelihood of issuing CSR reports. Nonetheless, CEO power moderates the negative relationship between a newly appointed CEO and CSR reporting initiatives. This study attaches understandings to the extant literature that how top management characteristics can shape firm CSR strategies. (shrink)

For the period 2015–2019 and based on a Spanish sample of 145 listed companies, this paper provides insights into how narcissistic chief executive officers (CEOs) influence the proportion of women in top management teams (TMTs). As a further analysis and in line with social psychology and upper echelons theories, we study whether the power and gender of a CEO and the female proportion in the firm's board moderate the relationship. Our results reveal that narcissistic CEOs are less likely to (...) support women in TMTs, confirming that CEO personality traits influence team structure. Further results suggest that this aversion increases as the CEO's power grows and is a woman, and when female proportion in board decreases. The results have an impact on the gender equality goal, demonstrating that the behavior of women toward promoting gender equality in TMTs depends both on the specific position of women in the firm's hierarchy and on their personal psychological attributes. We find that women directors support social identity values and that narcissistic female CEOs act like queen bees. (shrink)

This paper investigates the correlation between the quality of corporate social responsibility disclosure and financial performance. It also investigates the moderating role of chief executive officer power in the relationship between the quality of CSR disclosure and firm value in Chinese listed companies. The evidential research used the up-to-date sample of unbalanced findings for the period of 2014–2020, from the registered Chinese firms in the Shenzhen and Shanghai Stock Exchanges as samples for the study. As a starting point (...) technique, the STATA 15 has been used to test pooled ordinary least squares regression on a sample of Chinese listed companies. We use 1-year lagged regression and two SLS regressions to monitor the potential endogeneity problem. The imbalanced data set was received from the China Stock Market and Accounting Research web page, which is the most significant source of information for Chinese publicly listed firms. Data on CSR information items and media reporting are compiled manually. The findings of the study revealed that there are positive FP consequences for the companies engaged in the quality of CSR disclosure. We also report that higher CEO power negatively enhances the quality of CSR disclosure effect on the FP of FV. The research investigates the impact of CSR disclosure and FP by presenting evidence of the moderating role of CEO power. Therefore, it is suggested that a higher law for CSR engagement and disclosure be implemented in China, and robust measures for the implementation of CEO power, although there are financial advantages to be gained. A key relevance to the empirical quality of CSR disclosure research can be recognized as the moderating role of CEO power in the quality of CSR disclosure, FP, and FV in the context of Chinese study. The findings are robust with the use of an instrumental variable method. (shrink)

This paper summarizes a discussion session investigating the corporate representatives behind corporate citizenship and sustainability initiatives.

ABSTRACTThe Chief Ethics and Compliance Officer is an essential and important function in organizations. The CECO position is, however, a relatively new position and, as such, is not yet institutionalized as a separate function within those organizations. This article addresses what the author believes are the reasons the CECO should be independent from the General Counsel and that the position should report to the highest levels within that organization, including the Board of Directors. The questions addressed will have (...) a lasting impact on the strength and lasting viability of the CECO in organizations in future years. The author outlines seven conditions that, if met, will enhance and fortify the CECO position for the future. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:53 HUME ON ARTIFICIAL LIVES with a Rejoinder to A.C. Maclntyre The variety of human cultures fascinated Enlightenment thinkers and evoked certain problems for philosophical discussion. Wide experience of other societies, as well as the study of history, disclosed moral systems interestingly different from modern European mores. Also a student of other cultures, historical and contemporary, David Hume is a moderate pluralist on the matter of alternative moral systems. (...) He acknowledges that there are systems of values other than that shared by his readers which qualify as moralities; but more interestingly, he also holds that there are some such systems which, despite the claims of their adherents, fail to qualify as moralities. Thus Hume opposes forms of relativism that allow any system which a community deems to be a moral code has to be acknowledged as constituting a genuine morality. In this paper I address the question of how Hume can discriminate among value systems and declare some to be moralities, some not. Given the design of his philosophical approach to morals, addressing this question is a matter of some importance for Hume, since he maintains that moral reflection takes its departure from everyday moral beliefs and sentiments. This being the case, we might expect that what should count as 'everyday moral beliefs and sentiments' would be whatsoever any individual or group puts forward as a morality, and that Hume's pluralism impedes him from raising a critical challenge to any system advanced, no matter how strange it might be. But Hume holds that certain systems advanced for the guidance of life which are sharply opposed to 54 everyday beliefs and sentiments do not constitute a morality, even if they number many as adherents. It is instructive to observe that A.C. Maclntyre believes that Hume's position is deeply flawed. He asserts that the treatment of rival tables of the virtues constitutes a most serious weakness in Hume's 2 theory of morals. Maclntyre contends that Hume's spurning of the monkish virtues, for instance, or his preference of Cicero's Offices over the Christian Whole Duty of Man, is devoid of theoretical justification and amounts to a matter of personal idiosyncrasy and eighteenth-century class elitism. Thus this seems a problem worthy of discussion. In what follows I shall: (a) lay out the problem of artificial lives as it arises in A Dialogue; (b) describe five points of differentiation between artificial lives and nonartificial lives; (c) review some less than fully satisfactory solutions to the problem; (d) introduce what I take to be the chief considerations supporting Hume's rejection of artificial lives; and finally (e) discuss whether Maclntyre 's objections to Hume's treatment of artificial lives are sustainable. 1. The Context of the Problem Hume deals with diversity of morals most expressly in A Dialogue, the short work appended to the second Enquiry. The essay records an exchange between one Palamedes, a lover of the novel and the striking, and his interlocutor, referred to merely as "I". Palamedes confounds the interlocutor by narrating a story about a distant people (the inhabitants of 'Fourli") whose mores include practices, apparently deemed moral by them, which sharply offend his, and presumably our, moral A sensibilities. Having elicited the interlocutor's 55 felt disapproval of those practices, Palamedes delights in revealing that the people of whom he has been speaking in cloaked terms are none other than the interlocutor's beloved Greeks of classical antiquity. Not satisfied with astonishing the interlocutor, he goes on to draw a strongly relativist conclusion about morals in general. The interlocutor confronts the choice of either abandoning his moral admiration of the civilization of the Greeks or of accepting some measure of the relativism in morals that Palamedes is advocating. The interlocutor does neither. He distinguishes between the principles of moral approbation or disapprobation and specific examples of approval or disapproval (E 333). He grants that there are examples of practices of which the ancients apparently approved and contrariwise we disapprove, but he denies that the existence of some such instances warrants the serious sort of relativism that Palamedes would foist on him. Obviously the number of such discrepancies cannot be overwhelming, otherwise the... (shrink)

In lieu of an abstract, here is a brief excerpt of the content:53 HUME ON ARTIFICIAL LIVES with a Rejoinder to A.C. Maclntyre The variety of human cultures fascinated Enlightenment thinkers and evoked certain problems for philosophical discussion. Wide experience of other societies, as well as the study of history, disclosed moral systems interestingly different from modern European mores. Also a student of other cultures, historical and contemporary, David Hume is a moderate pluralist on the matter of alternative moral systems. (...) He acknowledges that there are systems of values other than that shared by his readers which qualify as moralities; but more interestingly, he also holds that there are some such systems which, despite the claims of their adherents, fail to qualify as moralities. Thus Hume opposes forms of relativism that allow any system which a community deems to be a moral code has to be acknowledged as constituting a genuine morality. In this paper I address the question of how Hume can discriminate among value systems and declare some to be moralities, some not. Given the design of his philosophical approach to morals, addressing this question is a matter of some importance for Hume, since he maintains that moral reflection takes its departure from everyday moral beliefs and sentiments. This being the case, we might expect that what should count as 'everyday moral beliefs and sentiments' would be whatsoever any individual or group puts forward as a morality, and that Hume's pluralism impedes him from raising a critical challenge to any system advanced, no matter how strange it might be. But Hume holds that certain systems advanced for the guidance of life which are sharply opposed to 54 everyday beliefs and sentiments do not constitute a morality, even if they number many as adherents. It is instructive to observe that A.C. Maclntyre believes that Hume's position is deeply flawed. He asserts that the treatment of rival tables of the virtues constitutes a most serious weakness in Hume's 2 theory of morals. Maclntyre contends that Hume's spurning of the monkish virtues, for instance, or his preference of Cicero's Offices over the Christian Whole Duty of Man, is devoid of theoretical justification and amounts to a matter of personal idiosyncrasy and eighteenth-century class elitism. Thus this seems a problem worthy of discussion. In what follows I shall: (a) lay out the problem of artificial lives as it arises in A Dialogue; (b) describe five points of differentiation between artificial lives and nonartificial lives; (c) review some less than fully satisfactory solutions to the problem; (d) introduce what I take to be the chief considerations supporting Hume's rejection of artificial lives; and finally (e) discuss whether Maclntyre 's objections to Hume's treatment of artificial lives are sustainable. 1. The Context of the Problem Hume deals with diversity of morals most expressly in A Dialogue, the short work appended to the second Enquiry. The essay records an exchange between one Palamedes, a lover of the novel and the striking, and his interlocutor, referred to merely as "I". Palamedes confounds the interlocutor by narrating a story about a distant people (the inhabitants of 'Fourli") whose mores include practices, apparently deemed moral by them, which sharply offend his, and presumably our, moral A sensibilities. Having elicited the interlocutor's 55 felt disapproval of those practices, Palamedes delights in revealing that the people of whom he has been speaking in cloaked terms are none other than the interlocutor's beloved Greeks of classical antiquity. Not satisfied with astonishing the interlocutor, he goes on to draw a strongly relativist conclusion about morals in general. The interlocutor confronts the choice of either abandoning his moral admiration of the civilization of the Greeks or of accepting some measure of the relativism in morals that Palamedes is advocating. The interlocutor does neither. He distinguishes between the principles of moral approbation or disapprobation and specific examples of approval or disapproval (E 333). He grants that there are examples of practices of which the ancients apparently approved and contrariwise we disapprove, but he denies that the existence of some such instances warrants the serious sort of relativism that Palamedes would foist on him. Obviously the number of such discrepancies cannot be overwhelming, otherwise the... (shrink)

Contrary to the expectations of several theorists belonging to the modernisation school, chieftaincy as a traditional institution survived various political changes throughout the 19th and 20th century in most African states. Nonetheless, their existence thereafter has varied in these states. Some states have lauded, recognised and employed chiefs for state development, while other states have blatantly ignored and designated the offices of chiefs as an obsolete governance institution that has outlived their usefulness. The variance in the disposition to chiefs is (...) identified as deeply rooted in a long-standing debate over the relationship between modernity and tradition. This study explores this debate, adopting the Ghanaian chieftaincy institution in its modern form as a case study. A synthesis of existing literature on the relevant concepts was developed and discussed in the development of the study. The study identified the major debate on tradition and modernity to be situated in a binary school, where one strand believes they can both exist together, and the other situates their argument in the need to abolish tradition completely from modern societies. For the Ghanaian setting, however, the chieftaincy institution is recognised and accorded its autonomy in the 1992 Constitution of Ghana. This has created a bifurcated state where constitutional law and customary law are implemented at the same time. Over the years, the interaction between both systems of governance has been seen mostly in land administration, local governance, and development. Chiefs as such are identified as playing extensive roles in state development and investment promotion through land administration, serving as gatekeepers between the central government and their subjects, promoting solidarity and employing their influence and expertise as a means for introducing sustainable development initiatives in their localities. However, conflicts and land mismanagement have been areas of contention, affecting their influence and relevance in recent times. The study recommends capacity building and further integration with the modern democratic Ghanaian institutions to improve the contribution of chiefs to the development of Ghana and other contexts where they exist. (shrink)

Effective implementation and committed practice of sustainable procurement remain a significant challenge for many organisations across the globe. This paper sought to understand the extent to which employees’ perceptions influence the practice of sustainable procurement in the context of a developing country where sustainability awareness is low. Drawing on the Diffusion of Innovation theory, procurement officers’ perceptions of sustainable procurement were examined relative to the attributes of complexity, compatibility and relative advantage. Empirical data from 322 Ghanaian organisations were analysed (...) using descriptive statistics and structural equation modelling to determine the nature of procurement officers’ perceptions of sustainable procurement and the effects of the perceptions on relevant organisational practices. The findings indicate that whereas perceptions of relative advantage did not significantly influence the practice of sustainable procurement, perceptions of compatibility had a significant positive effect, and perceptions of complexity had a significant negative effect on sustainable procurement. This study offers insights into the link between employees’ perceptions and organisational sustainable procurement practice, thereby providing a conceptual basis for effective management of the pertinent relationships with implications for enhanced ethical practices in procurement and supply chain management. (shrink)

Psychological approaches to fostering sustainability are heavily focused on individual behaviors and often insufficiently address the physical and social contexts individuals are embedded in. This limits the ability to create meaningful, long-lasting change, as many of day-to-day behaviors are social practices embedded in broader cultural norms and systems. This is particularly true in the work context, where organizational cultures heavily condition both the actions of individual employees and the collective actions of organizations. Thus, we argue cultures, not behaviors, must (...) become the focus of sustainability change efforts. In this paper, we present a theory of change aimed at fostering strong organizational cultures of sustainability (COS) within a high-performance multi-tenant office building. Our theory takes a systems perspective that incorporates the social and physical aspects of the work environment, and views culture change as a co-creative exercise involving engagement of multiple stakeholders. The paper concludes with implications for practice and research. (shrink)

Many studies in big data focus on the uses of data available to researchers, leaving without treatment data that is on the servers but of which researchers are unaware. We call this dark data, and in this article, we present and discuss it in the context of high-performance computing facilities. To this end, we provide statistics of a major HPC facility in Europe, the High-Performance Computing Center Stuttgart. We also propose a new position tailor-made for coping with dark data and (...) general data management. We call it the scientific data officer and we distinguish it from other standard positions in HPC facilities such as chief data officers, system administrators, and security officers. In order to understand the role of the SDO in HPC facilities, we discuss two kinds of responsibilities, namely, technical responsibilities and ethical responsibilities. While the former are intended to characterize the position, the latter raise concerns—and proposes solutions—to the control and authority that the SDO would acquire. (shrink)

In this study, we explore the role of Chief Executive Officers’ incentives, split between monetary and non-monetary, in relation to corporate social responsibility. We base our analysis on a sample of 597 US firms over the period 2005–2009. We find that both monetary and non-monetary incentives have an effect on CSR decisions. Specifically, monetary incentives designed to align the CEO’s and shareholders’ interests have a negative effect on CSR and non-monetary incentives have a positive effect on CSR. The study (...) has important implications for the design of executive remuneration plans, as we show that there are many levers that can affect the CEO’s decisions with regard to CSR. Our evidence also confirms the prominent role of the CEO in relation to CSR decisions, while also recognizing the complexity of factors affecting CSR. Finally, we propose a research design that takes into account endogeneity issues arising when examining compensation variables. (shrink)

Many studies in big data focus on the uses of data available to researchers, leaving without treatment data that is on the servers but of which researchers are unaware. We call this dark data, and in this article, we present and discuss it in the context of high-performance computing facilities. To this end, we provide statistics of a major HPC facility in Europe, the High-Performance Computing Center Stuttgart. We also propose a new position tailor-made for coping with dark data and (...) general data management. We call it the scientific data officer and we distinguish it from other standard positions in HPC facilities such as chief data officers, system administrators, and security officers. In order to understand the role of the SDO in HPC facilities, we discuss two kinds of responsibilities, namely, technical responsibilities and ethical responsibilities. While the former are intended to characterize the position, the latter raise concerns—and proposes solutions—to the control and authority that the SDO would acquire. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:The Office of Scientific IntegrityDavid P. Hamilton (bio)For most of the 1980s, the specter of scientific fraud popped into public view every few years, usually only to submerge again. Faced with several well-publicized cases of scientists who blatantly faked their data—among the best-known being Harvard cardiologist John Darsee (whose colleagues watched him forge data) (Broad and Wade 1982, p. 14) and Sloan-Kettering Institute immunologist William Summerlin (who painted black (...) spots on white mice to simulate tissue grafts) (Broad and Wade 1982, p. 155)—the scientific community as a whole tended to dismiss the phenomenon as the work of a few deviants. Called in 1981 to testify before then-Representative Albert Gore Jr.'s subcommittee on investigations and oversight, Philip Handler, then-president of the National Academy of Sciences, told the panel that science was perfectly capable of regulating itself, and that the problem of scientific fraud had been "grossly exaggerated" by the press (Broad and Wade 1982). The message was clear: Congress should stick to its knitting, and science would take care of itself.Now, however, scientists are faced with a very different situation: a permanent federal bureaucracy, known as the Office of Scientific Integrity (OSI), devoted to the investigation of alleged scientific wrongdoing. The transition from the days of laissez-faire, when universities were entrusted with all investigations unless they were handled so badly that the federal government was forced to take notice, has been an uncomfortable one for many researchers. Lately, this discomfort has taken shape as a vocal protest against OSI. Largely as a result of this protest, federal officials recently promoted a plan to restructure OSI and change some of its operating procedures, a move with unpredictable consequences for universities and researchers alike.OSI was born largely because of investigations by two influential congressmen: Representatives John Dingell of Michigan and Ted Weiss of New York. While both claimed they acted mainly to make sure taxpayer dollars were not spent on fraudulent research, both also maintained a strong interest in protecting "whistleblowers," the often vulnerable, and usually junior, scientists who first raise questions about bad research. And Dingell seemed to take special pleasure in pointing up the deficiencies of investigations run by universities and by the National Institutes of Health (NIH) itself. (For reasons that are not well understood, [End Page 171] biomedical research seems far more prone to fraud than any other field of science. As a result, NIH, which funds most biomedical research in the United States, has held ultimate responsibility for most prominent cases of fraud.) Plagued as they often were by conflicts of interest, shoddy methodologies, and, in some cases, a willingness to believe any excuse by the accused, no matter how far-fetched, these investigations made easy targets. And the notion that science could "govern itself" grew harder to sustain.In late 1988, Dingell and other congressmen began circulating draft bills that would have created a new office for investigating scientific fraud. Dingell would have placed such an office under the aegis of the Inspector General of the Department of Health and Human Services, raising the possibility that scientific fraud might be probed by the same criminal investigators who unravel Medicare fraud. Unsettled by this vision of the "science police," NIH officials moved quickly to pre-empt Congress. On March 16, 1989, they published a notice in the Federal Register announcing the creation of OSI, an office with responsibility for ensuring thorough university investigations of misconduct and the authority to conduct its own investigations when necessary.From the beginning, OSI took an unusual approach to its work. For one thing, the office had a broad mandate: Although located within NIH, it was responsible for research funded throughout the entire Public Health Service, including the Food and Drug Administration, the Alcohol, Drug, and Mental Health Administration, and the Centers for Disease Control. Furthermore, it was not restricted to scientific fraud. Departmental lawyers, wishing to avoid the legal connotations of the term "fraud"—in particular, a requirement that fraudulent actions not only mislead others but also cause them noticeable harm—decided instead to adopt the term "scientific misconduct," defined as "fabrication, falsification, plagiarism, or other practices that deviate... (shrink)

This article examines the cultural practices through which a group of professionals infuse their work and community with charisma. Although previous research has theorized the “charisma of office” (Weber 1978), we know little about how the occupants of such offices sustain it. I focus on a group of psychoanalytically-inclined psychotherapists, whose field, despite its early charismatic beginnings, has been especially embattled in recent decades. Drawing on ethnographic and interview data, I reveal how they share stories emphasizing their “idealization” by others, (...) draw boundaries between their professional and private lives to manage their work identities, and perform interpersonal affective work that shores up their claims to extraordinary abilities. Together, these cultural practices constitute charisma within the professional group. This article thus makes a case that, as expertise becomes increasingly contested, we must look beyond social organization and the evidentiary bases of knowledge to understand professional authority. (shrink)