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

被引：33

作者：

Tran, Mai Dong ^{[1
]}

Adomako, Samuel ^{[1
,2
]}

机构：

[1] Univ Econ Ho Chi Minh City, Sch Int Business & Mkt, Ho Chi Minh City, Vietnam

[2] Univ Bradford, Sch Management, Bradford, W Yorkshire, England

来源：

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT | 2021年 / 28卷 / 02期

关键词：

CEO tenure; corporate social performance; Ghana; social capital; stakeholder integration; FINANCIAL PERFORMANCE; UPPER ECHELONS; ORGANIZATIONAL PERFORMANCE; ENVIRONMENTAL STRATEGY; FIRM PERFORMANCE; SUSTAINABILITY; RESPONSIBILITY; ORIENTATION; KNOWLEDGE; NETWORKS;

D O I：

10.1002/csr.2092

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

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.

引用

页码：819 / 830

页数：12

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