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Corporate Social Responsibility and Managerial Entrenchment

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  • Giovanni Cespa

    ()
    (University of Salerno, CSEF and CEPR)

  • Giacinta Cestone

    ()
    (University of Salerno, CSEF and CEPR)

Abstract

When stakeholder protection is left to the voluntary initiative of managers, relations with social activists may become an effective entrenchment strategy for inefficient CEOs. We thus argue that managerial turnover and firm value are increased when explicit stakeholder protection is introduced so as to deprive incumbent CEOs of activists’ support. This finding provides a rationale for the emergence of specialized institutions (social auditors and ethic indexes) that help firms commit to stakeholder protection even in case of managerial replacement. Our theory also explains a recent trend whereby social activist organizations and institutional shareholders are showing a growing support for each others’ agenda

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Bibliographic Info

Paper provided by Centre for Studies in Economics and Finance (CSEF), University of Naples, Italy in its series CSEF Working Papers with number 173.

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Date of creation: 01 Jan 2007
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Publication status: Published in Journal of Economics and Management Strategy, 2007, 16 (3), pages 741-771
Handle: RePEc:sef:csefwp:173

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Keywords: Corporate Governance; Corporate Social Responsibility; Managerial Entrenchment; Social Activism; Stakeholders;

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  1. Robert D. Klassen & Curtis P. McLaughlin, 1996. "The Impact of Environmental Management on Firm Performance," Management Science, INFORMS, vol. 42(8), pages 1199-1214, August.
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  9. Enrico C. Perotti & Ernst-Ludwig von Thadden, 2004. "The Political Economy of Dominant Investors," Tinbergen Institute Discussion Papers 04-091/2, Tinbergen Institute.
  10. Timothy J. Feddersen & Thomas W. Gilligan, 2001. "Saints and Markets: Activists and the Supply of Credence Goods," Journal of Economics & Management Strategy, Wiley Blackwell, vol. 10(1), pages 149-171, 03.
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