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An examination of the dimensions of CEO power and corporate social responsibility

Author

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  • Shahbaz Sheikh

Abstract

Purpose - This study empirically aims to examine the relation between CEO power and firm engagement in corporate social responsibility (CSR). It undertakes an in-depth analysis of how the structural, ownership and expert dimensions of CEO power affect individual dimensions of CSR. Design/methodology/approach - This study uses ordinary least squares and industry fixed-effects regressions. It also uses instrumental variable-generalized method of moment regressions to test the robustness of empirical results. Findings - Results indicate that CEO power is negatively related to CSR. However, the relation between CEO power and CSR is influenced by CSR strengths, as power is negatively related to CSR strengths and is not related to CSR concerns. Results also indicate that the structural and ownership dimensions of CEO power are negatively related to CSR, and the expert dimension has no significant effect on CSR. Moreover, results show that CEO power is not related to the product dimension of CSR performance. Research limitations/implications - CEO power is measured using the structural, ownership and expert dimensions of power. However, CEOs also acquire power through social networks and connections outside the corporation which is not covered in this study. Originality/value - This study uses comprehensive measures of CEO power and CSR. It is the first study that examines the effect of dimensions of CEO power on individual dimensions of CSR performance.

Suggested Citation

  • Shahbaz Sheikh, 2019. "An examination of the dimensions of CEO power and corporate social responsibility," Review of Accounting and Finance, Emerald Group Publishing Limited, vol. 18(2), pages 221-244, March.
    • Handle: RePEc:eme:rafpps:raf-01-2018-0034
    DOI: 10.1108/RAF-01-2018-0034
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    Citations

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    Cited by:

    1. St. Dwiarso Utomo & Zaky Machmuddah & Dian Indriana Hapsari, 2021. "The Role of Manager Compensation and Integrated Reporting in Company Value: Indonesia vs. Singapore," Economies, MDPI, vol. 9(4), pages 1-12, October.
    2. Minji Kim & Tohyun Kim, 2020. "When Do CEOs Engage in CSR Activities? Performance Feedback, CEO Ownership, and CSR," Sustainability, MDPI, vol. 12(19), pages 1-13, October.
    3. María Consuelo Pucheta-Martínez & Isabel Gallego-Álvarez, 2021. "The Role of CEO Power on CSR Reporting: The Moderating Effect of Linking CEO Compensation to Shareholder Return," Sustainability, MDPI, vol. 13(6), pages 1-19, March.
    4. Habiba Al-Shaer & Khaldoon Albitar & Jia Liu, 2023. "CEO power and CSR-linked compensation for corporate environmental responsibility: UK evidence," Review of Quantitative Finance and Accounting, Springer, vol. 60(3), pages 1025-1063, April.
    5. Beatriz Aibar-Guzmán & José-Valeriano Frías-Aceituno, 2021. "Is It Necessary to Centralize Power in the CEO to Ensure Environmental Innovation?," Administrative Sciences, MDPI, vol. 11(1), pages 1-21, March.
    6. Patrick Velte, 2022. "Does sustainable corporate governance have an impact on materiality disclosure quality in integrated reporting? International evidence," Sustainable Development, John Wiley & Sons, Ltd., vol. 30(6), pages 1655-1670, December.
    7. Wafa Ghardallou, 2022. "Corporate Sustainability and Firm Performance: The Moderating Role of CEO Education and Tenure," Sustainability, MDPI, vol. 14(6), pages 1-16, March.
    8. Farman Ullah Khan & Vanina Adoriana Trifan & Mioara Florina Pantea & Junrui Zhang & Muhammad Nouman, 2022. "Internal Governance and Corporate Social Responsibility: Evidence from Chinese Companies," Sustainability, MDPI, vol. 14(4), pages 1-20, February.
    9. Shaker Dahan AL-Duais & Ameen Qasem & Wan Nordin Wan-Hussin & Hasan Mohamad Bamahros & Murad Thomran & Abdulsalam Alquhaif, 2021. "CEO Characteristics, Family Ownership and Corporate Social Responsibility Reporting: The Case of Saudi Arabia," Sustainability, MDPI, vol. 13(21), pages 1-21, November.

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