TY - JOUR
T1 - Boards and Corporate Social Performance: The role of community influentials and interlocks
AU - Ballard, Klavdia
AU - Vera, Dusya M.
AU - Pathak, Seemantini Madhukar
AU - Salaiz, Ashley
N1 - This study addresses the question: What makes some boards of directors more oriented towards encouraging corporate social performance (CSP) than others? Using a sample of Fortune 100 firms, we find strong support for the links between the number of community influentials on the board, and the number of director interlocks with firms highly ranked on CSP, and a firm's CSP.
PY - 2014/1/1
Y1 - 2014/1/1
N2 - This study addresses the question: What makes some boards of directors more oriented towards encouraging corporate social performance (CSP) than others? Using a sample of Fortune 100 firms, we find strong support for the links between the number of community influentials on the board, and the number of director interlocks with firms highly ranked on CSP, and a firm’s CSP. In contrast, the number of director interlocks with non-profit, social, community, or educational organizations did not affect CSP. Our findings call for special attention to director background and interlocks for companies interested in implementing CSP as part of their strategy.
AB - This study addresses the question: What makes some boards of directors more oriented towards encouraging corporate social performance (CSP) than others? Using a sample of Fortune 100 firms, we find strong support for the links between the number of community influentials on the board, and the number of director interlocks with firms highly ranked on CSP, and a firm’s CSP. In contrast, the number of director interlocks with non-profit, social, community, or educational organizations did not affect CSP. Our findings call for special attention to director background and interlocks for companies interested in implementing CSP as part of their strategy.
UR - https://journals.aom.org/doi/full/10.5465/ambpp.2014.17697abstract
U2 - 10.5465/ambpp.2014.17697abstract
DO - 10.5465/ambpp.2014.17697abstract
M3 - Article
VL - 2014
JO - Academy of Management Proceedings
JF - Academy of Management Proceedings
ER -