Littérature scientifique sur le sujet « Stakeholder management. CEO turnover. CSR »
Créez une référence correcte selon les styles APA, MLA, Chicago, Harvard et plusieurs autres
Sommaire
Consultez les listes thématiques d’articles de revues, de livres, de thèses, de rapports de conférences et d’autres sources académiques sur le sujet « Stakeholder management. CEO turnover. CSR ».
À côté de chaque source dans la liste de références il y a un bouton « Ajouter à la bibliographie ». Cliquez sur ce bouton, et nous générerons automatiquement la référence bibliographique pour la source choisie selon votre style de citation préféré : APA, MLA, Harvard, Vancouver, Chicago, etc.
Vous pouvez aussi télécharger le texte intégral de la publication scolaire au format pdf et consulter son résumé en ligne lorsque ces informations sont inclues dans les métadonnées.
Articles de revues sur le sujet "Stakeholder management. CEO turnover. CSR"
1
Cooper, Elizabeth. « Corporate social responsibility, gender, and CEO turnover ». Managerial Finance 43, no 5 (8 mai 2017) : 528–44. http://dx.doi.org/10.1108/mf-02-2016-0049.
Texte intégralRésumé :
Purpose The purpose of this paper is to explore the research question whether corporate social responsibility (CSR) and gender influence the likelihood of CEO turnover. Design/methodology/approach The author uses a large sample of firms over a 21-year period from 1992 to 2013 taken from firms cross-listed in the ESG STATS, Execucomp, and Compustat databases. Logistic regression is used to analyze the determinants of both CEO turnover and the gender of the newly hired CEO. Findings Firms with better social performance have higher rates of CEO turnover, performance notwithstanding. Further, for firms with decreasing financial performance, it is more likely they will replace their CEO if they have strong CSR vs firms with weak CSR records. In addition, as performance deteriorates, male CEOs will have a higher chance of being replaced relative to female CEOs. For female CEOs, other factors besides financial performance are important determinants of the likelihood of a turnover taking place. Research limitations/implications This study finds support for the stakeholder theory of CSR and does not support entrenchment theory. It is the first study to look at CSR, CEO turnover, and gender issues concurrently. Practical implications For practitioners looking for tangible effects of CSR in the workplace, this paper provides evidence that it does matter in terms of CEO turnover. The findings suggest that CSR is acting as a deterrent to bad behavior on the part of executives in the face of weak financial performance in particular. Originality/value This study is the first to look at the impact of CSR on CEO turnover. Importantly, the findings suggest that CSR is not something that a firm decides or thinks about in the “right” financial environment but is rather an omnipresent focus embedded within the mission of the firm.
2
Rashid, Afzalur, Syed Shams, Sudipta Bose et Habib Khan. « CEO power and corporate social responsibility (CSR) disclosure : does stakeholder influence matter ? » Managerial Auditing Journal 35, no 9 (21 septembre 2020) : 1279–312. http://dx.doi.org/10.1108/maj-11-2019-2463.
Texte intégralRésumé :
Purpose This study examines the association between Chief Executive Officer (CEO) power and the level of corporate social responsibility (CSR) disclosure, as well as the moderating role of stakeholder influence on this association. Design/methodology/approach Using a sample of 986 Bangladeshi firm-year observations, this study uses a content analysis technique to develop a 24-item CSR disclosure index. The ordinary least squares regression method is used to estimate the research models, controlling for firm-specific factors that potentially affect the levels of CSR disclosure. Findings The study findings indicate that CEO power is negatively associated with the level of CSR disclosure, and that the negative effects of CEO power on the level of CSR disclosure are attenuated by stakeholder influence. CEO power is documented as reducing the positive impact of CSR disclosure on a firm’s financial performance, with this negative impact attenuated if stakeholders have greater influence on the firm. Practical implications This study suggests that CEO power and stakeholder influence are important factors in determining firms’ incentives to disclose CSR information. Both CEO power and stakeholder influence need to be considered in the CSR – firm performance nexus, given the mixed findings documented in the literature. Originality/value This study makes a significant contribution to the literature on CSR practices by documenting that firms with a powerful CEO have lower levels of CSR disclosure, and that stakeholder influence affects CSR disclosure in the emerging economy context.
3
Agustina, Lidya, et Yvonne Augustine Sudibyo. « Does financial performance moderate the effect of CEO characteristics and stakeholder influence on corporate social responsibility in Indonesia ? » Technium Business and Management 2, no 1 (25 février 2022) : 13–29. http://dx.doi.org/10.47577/business.v2i1.5995.
Texte intégralRésumé :
This study aims to examine the effect of CEO characteristics and stakeholder involvement on CSR disclosure quality, with firm performance as a moderating variable. This study was conducted with the assumption that the analysis of human factors (in this case management) is often forgotten when analyzing CSR reporting. Thus, the upper echelon theory is used as the basis in this study. This study also provides a different measurement of CEO education, where CEO education is not only seen from the background of economic and business education, but also seen from the CSR certification followed by the CEO. The study's findings, based on data from Kompas-100 firms listed on the Indonesia Stock Exchange from 2018 to 2019, show that CEO tenure, CEO education, and stakeholder involvement all have a significant positive influence on CSR disclosure quality. However, CEO compensation has no effect on CSR disclosure quality. Furthermore, the firm's financial performance was proven to moderate the positive influence between CEO tenure and CEO education on the quality of the firm's CSR disclosure, but failed to moderate the effect of CEO compensation and stakeholder involvement on the quality of the firm's CSR disclosure.
4
Prawestri, Adhelia Desi, Bambang Setyobudi Iriyanto et Negina Kencono Putri. « Pengaruh Pergantian CEO dan Pengungkapan CSR sebagai Maslahat Mursalah terhadap Manajemen Laba dengan Struktur Corporate Governance sebagai Variabel Moderasi ». JIEF : Journal of Islamic Economics and Finance 2, no 1 (30 mai 2022) : 43–65. http://dx.doi.org/10.28918/jief.v2i1.5327.
Texte intégralRésumé :
This study aims to determine whether CEO turnover and CSR disclosure as maslahat mursalah are moderated by corporate governance structure consisting of independent commissioners, audit committee and institutional ownership partially affect earnings management. This study uses secondary data from manufacturing companies during 2019. Sampling technique using purposive sampling. The data were collected and analyzed using moderated regression analysis (MRA). The result indicate that CEO turnover and CSR disclosure as maslahat mursalah have no effect on earnings management. Independent commissioners and institutional ownership does not moderate the effect of CEO turnover on earnings management. The audit committee weakens the positive influence of CEO turnover on earnings management. The audit committee and institutional ownership do not moderate the effect of CSR disclosure as masalaht mursalah on earnings management. This study has limitations on audit committee measurement indicators that are less able to reflect the actual performance of audit committees, so that future research is expected to use more appropriate indicators.
5
Qin, Bo, et Lu Yang. « CSR contracting and performance-induced CEO turnover ». Journal of Corporate Finance 73 (avril 2022) : 102173. http://dx.doi.org/10.1016/j.jcorpfin.2022.102173.
Texte intégral
6
Velte, Patrick. « Do CEO incentives and characteristics influence corporate social responsibility (CSR) and vice versa ? A literature review ». Social Responsibility Journal 16, no 8 (11 octobre 2019) : 1293–323. http://dx.doi.org/10.1108/srj-04-2019-0145.
Texte intégralRésumé :
Purpose This paper aims to analyze whether chief executive officer (CEO) incentives and characteristics (e.g. CEO power, CEO tenure) are linked with corporate social responsibility (CSR) and vice versa. Design/methodology/approach Based on upper echelons theory, the author conducts a structured literature review and evaluates 84 empirical-quantitative studies on CEO and CSR variables. Findings While the majority of the included studies analyzed the CEO-CSR link, there are indicators for a bidirectional relationship. Moreover, prior research has focused on CEO incentives, especially compensation contracts, and on the US capital market. A major research gap relates to CEO characteristics, e.g. CEO values, education and experience. Research limitations/implications Heterogeneous CEO and CSR variables and endogeneity concerns lower the validity of recent studies. Future research is encouraged to implement dynamic regression models, increase CSR and CEO proxies and focus on international samples with country-specific effects. Practical implications As CEO activities can have a major impact on CSR activities, the author recommends firms to search for opportunities to make their CSR strategy more comprehensive by their stakeholder communication, thus providing deeper insights into their CSR performance in line with stakeholders’ interests. Originality/value The paper is the first literature review on the interaction between CEO and CSR so far. The author explains the main CEO and CSR variables that have been included in research, stresses the limitations of the studies and gives useful recommendations for future research, practice and regulators.
7
Pucheta-Martínez, María Consuelo, et Isabel Gallego-Álvarez. « The Role of CEO Power on CSR Reporting : The Moderating Effect of Linking CEO Compensation to Shareholder Return ». Sustainability 13, no 6 (15 mars 2021) : 3197. http://dx.doi.org/10.3390/su13063197.
Texte intégralRésumé :
The aim of this research was to provide further evidence of the impact of the power of the Chief Executive Officer (CEO) on corporate social responsibility (CSR) disclosure. Additionally, we explore the moderating role of CEO compensation linked to shareholder return on the association between CEO power and CSR disclosure. The theories used follow agency theory and stakeholder theory and the sample comprised 9182 international firm-year observations collected from the Thomson Reuters database from 2009 to 2018. Our model was estimated using the generalized method of moments (GMM) estimator. The results found that CEO power was positively associated with CSR disclosure, contrary to our expectations. Additionally, our evidence also shows that CEO compensation linked to shareholder return plays a positive moderating role on the relationship between CEO power and CSR reporting.
8
Velte, Patrick. « Does CEO power moderate the link between ESG performance and financial performance ? » Management Research Review 43, no 5 (5 octobre 2019) : 497–520. http://dx.doi.org/10.1108/mrr-04-2019-0182.
Texte intégralRésumé :
Purpose Based on stakeholder and upper echelons theory, this study aims to analyze whether the link between environmental, social and governance (ESG) performance and financial performance is moderated by chief executive officer (CEO) power. Design/methodology/approach Listed corporations with reference to the German two-tier system (HDAX and SDAX) for the business years 2010-2018 (775 firm-year observations) have been included. Fixed effects panel regression analysis was conducted to analyze the link between ESG performance (in total and its three pillars) and financial performance (ROA), with special reference to the interaction of a CEO power index. Findings While ESG performance has a positive impact on financial performance, the link is more pronounced by CEO power. Thus, in line with prior research on the one-tier system, CEO incentives can positively contribute to the CSR-business case in the German two-tier system. The results remain constant after conducting several robustness checks. Originality/value A key contribution to the empirical CSR literature can be stated, as the moderating role of CEO power in the ESG–financial performance link is rather neglected in prior studies. Thus, corporate governance and sustainability should be classified as interactive aspects for the business case of a successful stakeholder management.
9
Jing, Luo, et Joonho Moon. « Airline Chief Executive Officer and Corporate Social Responsibility ». Sustainability 13, no 15 (2 août 2021) : 8599. http://dx.doi.org/10.3390/su13158599.
Texte intégralRésumé :
The aim of this research is to explore the determinants of airline CSR. Stakeholder theory is the theoretical underpinning. Chief executive officers (CEOs) are the research target, which is theoretically underpinned by upper echelon theory. For data collection, this study used data from COMPUSTAT, EXECUCOMP, KLD MSCI, LinkedIn, and the Bureau of Economic Analysis. Standard industry classification code 4512 was employed to obtain information on airline companies. Moreover, the number of observations was 154, the number of firms was 15, and the study period was 1999–2016. CSR domains include employment, the environment, and the product. The explanatory attributes are the CEO’s age, tenure, education, share ownership, stock option, and duality. Ordinary least squares and feasible generalized least squares regression analyses were executed for hypothesis testing. Regarding the results, employment CSR was positively affected by CEO age. This study found an inverted U-shaped relationship between CEO tenure and environmental CSR. Environmental CSR was also negatively influenced by stock options. Product CSR was positively associated with CEO age, whereas it was negatively associated with CEO duality.
10
Low, Mei Peng, et Seng Fook Ong. « The Manifestation of Internal Corporate Social Responsibility on Employee’s Behaviour in Small Medium Sized Enterprises ». Journal of Social Science Studies 2, no 2 (19 juin 2015) : 259. http://dx.doi.org/10.5296/jsss.v2i2.7659.
Texte intégralRésumé :
<p>Corporate Social Responsibility (CSR) has gained increasing attention and popularity since the last decade. There are many CSR debates arise since then. These debates were shaped by trends and fundamental changes of the political, social, and economic spheres of life. Tracing back, the precursor to CSR was topic of charitable giving, which had been in existence since 1980s. Todate, CSR has evolved to a business concept that had been accepted widely. Business corporations are focusing on CSR due to tremendous pressures from the society. Presently, CSR approach has emerged from focusing on the shareholders to stakeholders due to the acknowledgement of the crucial roles of stakeholders in every organisation. Stakeholder management and CSR is a relational affair. Stakeholder theory involves list of critical stakeholders namely employees, suppliers, customers, media, local communities, NGOs, that could be source of new competitive advantage. This present a research agenda to look into internal CSR practices as to how it manifest among the crucial stakeholders of every organisation, i.e. the employees, on their attitudes and behaviours. As Small Medium Sized Enterprises (SMEs) are gaining its foothold in Malaysia, they also encountered many challenges, one of these is the issue of high employee turnover that lead to substantial costs to the organisations. The findings reveal that internal CSR practices enhanced employee’s job satisfaction and also resulted in the reduction of employee’s turnover intention. It was interesting to discover that internal CSR practices enhance employee’s organisational commitment like job satisfaction, but it failed to reduce employee’s turnover intention through enhanced organisation commitment as a result of internal CSR practices. The results also show that perceived ease of movement has an impact on employee’s turnover intention.</p>
Thèses sur le sujet "Stakeholder management. CEO turnover. CSR"
1
Fasan, Marco. « Corporate Social Responsibility and Performance Measurement : three studies from a stakeholder management perspective ». Doctoral thesis, Luiss Guido Carli, 2012. http://hdl.handle.net/11385/200803.
Texte intégralRésumé :
Background. Does Corporate Social Performance yield any tangible financial benefit during a crisis? The Impact of CSP on Forced CEO Turnover: Buffer or Intensifier? The Determinants of Organizational Effectiveness: Stakeholder Dialogue and Monitoring in Museums.