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Nature of the Director's profile and Knowledge Transfer in Corporate Social Responsibility: A Literature-based Approach

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  • Hazar Ben Barka

    () (CEPN - Centre d'Economie de l'Université Paris Nord - UP13 - Université Paris 13 - USPC - Université Sorbonne Paris Cité - CNRS - Centre National de la Recherche Scientifique)

  • Sarah Mokaddem

    () (CEPN - CEPN - Centre d'Economie de l'Université Paris Nord - UP13 - Université Paris 13 - USPC - Université Sorbonne Paris Cité - CNRS - Centre National de la Recherche Scientifique)

Abstract

Board Interlocks could have a positive effect on the adoption of governance practices and especially on the Corporate Social Responsibility (CSR). We surpass the predictions of the agency theory by proposing a cognitive-behavioral approach of governance to define the role of director. Given the lack of previous researches, a literature-based approach comes as a necessity. We study the connection between the nature of the director's profile and the knowledge transfer in CSR practices; and this could be beneficiary for the boards of directors. We underline the importance of individual director characteristics such as identification, recognition or motivation in the success of this transfer.

Suggested Citation

  • Hazar Ben Barka & Sarah Mokaddem, 2012. "Nature of the Director's profile and Knowledge Transfer in Corporate Social Responsibility: A Literature-based Approach," Post-Print hal-00692350, HAL.
  • Handle: RePEc:hal:journl:hal-00692350
    Note: View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00692350
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    References listed on IDEAS

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    1. Ayuso, Silvia & Argandoña, Antonio, 2007. "Responsible corporate governance: Towards a stakeholder board of directors?," IESE Research Papers D/701, IESE Business School.
    2. Gérard Charreaux, 2003. "Le point sur... les réseaux d'administrateurs et de dirigeants," Working Papers CREGO 1030801, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
    3. Nonaka, Ikujiro & Toyama, Ryoko & Nagata, Akiya, 2000. "A Firm as a Knowledge-Creating Entity: A New Perspective on the Theory of the Firm," Industrial and Corporate Change, Oxford University Press, vol. 9(1), pages 1-20, March.
    4. Gérard Charreaux & Peter Wirtz, 2007. "Discipline ou compétence ? L'apport des perspectives cognitive et comportementale à la compréhension des mécanismes de gouvernance," Post-Print halshs-00260119, HAL.
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    Keywords

    CSR; Profile of the director; Knowledge Transfer; Board of Directors' Network. Behavioral Governance; CSR.;

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