CEO values, stakeholder culture, and stakeholder-based performance

Lu Jiao (), Graeme Harrison (), Maria Cadiz Dyball () and Jinhua Chen ()
Additional contact information
Lu Jiao: Macquarie University
Graeme Harrison: Macquarie University
Maria Cadiz Dyball: The University of Sydney Business School
Jinhua Chen: Macquarie University

Asia Pacific Journal of Management, 2017, vol. 34, issue 4, No 7, 875-899

Abstract: Abstract This study examines how CEO values affect organizational performance. We examine organizational performance in terms of stakeholder-based performance (SBP) comprising four components of quality of goods and services, organizational justice, stakeholder affiliation and opportunity cost; and focus on one key CEO value orientation, specifically whether CEOs are “self-interested” or “other-regarding” in interactions with organizational stakeholders. We also hypothesize that the effect of CEO values on SBP is not direct, but indirect through the mediating factor of stakeholder culture. Data from 621 CEOs of not-for-profit (NFP) organizations in Australia are collected through a mail-based survey questionnaire, and analysed using structural equation modeling. The results support our hypotheses and have implications for organizational managers in creating and distributing stakeholder value in NFP organizations and potentially beyond the NFP context, as well as for future research concerned with how ethical characteristics of top managers affect organizational success.

Keywords: CEO values; Stakeholder-based performance; Stakeholder culture; Not-for-profit (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (7)

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DOI: 10.1007/s10490-017-9506-3

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