Nature of the Director's profile and Knowledge Transfer in Corporate Social Responsibility: A Literature-based Approach
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.
|Date of creation:||29 Mar 2012|
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- Ayuso, Silvia & Argandoña, Antonio, 2007. "Responsible corporate governance: Towards a stakeholder board of directors?," IESE Research Papers D/701, IESE Business School.
- 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.
- 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.
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