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CEO network centrality and corporate social responsibility

Author

Listed:
  • Adrien Bouchet
  • Xuehu Song
  • Li Sun

Abstract

Purpose - This study aims to examine the impact of a chief executive officer (CEO) social network centrality on corporate social responsibility (CSR) performance. Design/methodology/approach - This study carries out a multivariate linear regression analysis on a panel data sample of 11,507 firm-year observations (representing 1,386 unique US firms) from 2004 to 2014. Findings - This paper finds a significant negative relation between CEO network centrality and irresponsible CSR performance (measured as CSR concerns). The findings suggest that better-connected CEOs can better mitigate CSR concerns or weaknesses, leading to improved overall CSR performance of a firm. Originality/value - This is the first study that directly examines the empirical link between CEO centrality and CSR performance.

Suggested Citation

  • Adrien Bouchet & Xuehu Song & Li Sun, 2020. "CEO network centrality and corporate social responsibility," Social Responsibility Journal, Emerald Group Publishing Limited, vol. 18(1), pages 106-127, December.
    • Handle: RePEc:eme:srjpps:srj-04-2020-0147
    DOI: 10.1108/SRJ-04-2020-0147
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    More about this item

    Keywords

    Corporate social responsibility; Social network analysis; Chief executive officers; Social network centrality; C12; M10; M40;
    All these keywords.

    JEL classification:

    • C12 - Mathematical and Quantitative Methods - - Econometric and Statistical Methods and Methodology: General - - - Hypothesis Testing: General
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M40 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Accounting - - - General

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