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How CEO social capital drives corporate social performance: The roles of stakeholders, and CEO tenure

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  • Mai Dong Tran
  • Samuel Adomako

Abstract

This paper investigates the role of a chief executive officer's (CEO's) social capital on corporate social performance (CSP) through the mediating mechanism of stakeholder integration. Data were collected from 256 small and medium‐sized enterprises (SMEs). Results from the hierarchical regression analysis suggest that stakeholder integration mediates the relationship between CEO social capital and CSP. The results further reveal that the effect of CEO social capital on stakeholder integration is moderated by CEO tenure, such that the relationship is more significant for long‐tenured CEOs than short‐tenured CEOs. These findings extend the social capital and corporate social responsibility research and practice.

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  • Mai Dong Tran & Samuel Adomako, 2021. "How CEO social capital drives corporate social performance: The roles of stakeholders, and CEO tenure," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(2), pages 819-830, March.
    • Handle: RePEc:wly:corsem:v:28:y:2021:i:2:p:819-830
    DOI: 10.1002/csr.2092
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    Cited by:

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    2. 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.
    3. Mundi, Hardeep Singh, 2022. "CEO social capital and capital structure complexity," Journal of Behavioral and Experimental Finance, Elsevier, vol. 35(C).
    4. Samuel Adomako & Mai Dong Tran, 2022. "Stakeholder management, CSR commitment, corporate social performance: The moderating role of uncertainty in CSR regulation," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(5), pages 1414-1423, September.
    5. Wu, Bao & Fang, Chevy-Hanqing & Wang, Qi & Huang, Qiongxian, 2023. "Does managerial networking impinge our morality in Guanxi context? The moderating effect of corruption perception," Emerging Markets Review, Elsevier, vol. 55(C).
    6. Samuel Adomako & Mai Dong Tran, 2022. "Local embeddedness, and corporate social performance: The mediating role of social innovation orientation," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(2), pages 329-338, March.
    7. Samuel Adomako & Mai Dong Tran, 2022. "Environmental collaboration, responsible innovation, and firm performance: The moderating role of stakeholder pressure," Business Strategy and the Environment, Wiley Blackwell, vol. 31(4), pages 1695-1704, May.
    8. 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.
    9. Samuel Adomako & Mai Dong Tran, 2023. "Doing well and being responsible: The impact of corporate social responsibility legitimacy on responsible entrepreneurship," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(4), pages 1794-1804, July.

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