 CEOs’ early-life famine experience and corporate donations: Evidence from the great Chinese famineSi Xu, Xiaoyi He, Feng Xiong and Peiyao Chen Economic Modelling, 2024, vol. 130, issue C Abstract: Do traumatic disaster experiences shape people's prosocial attitudes? Some literature suggests that great resource scarcity experience predicts an increase in prosocial allocations, whereas others suggest a decrease. We find CEOs exposed to the Great Chinese Famine tend to drive corporate donations, which is termed the famine effect. CEOs who have experienced more severe famines, were born in poor and food-deficient areas, or currently work in less developed regions, drive more corporate donations. Regarding board characteristics, the famine effect intensifies in older and more famine-affected directors, but decreases as female directors and board diversity increase. Finally, by examining the effect of CEOs' famine experience on different dimensions of CSR, we intriguingly find CEOs' prosocial attitudes are not oriented toward everyone but are specific to those who suffer from resource scarcity. Overall, CEOs' famine experiences substantially affect corporate donations and can result in recipient-dependent prosocial behaviors. Keywords: Chinese great famine; Traumatic disaster; Early-life experience; Corporate donations (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:ecmode:v:130:y:2024:i:c:s0264999323003942 DOI: 10.1016/j.econmod.2023.106582 Access Statistics for this article Economic Modelling is currently edited by S. Hall and P. Pauly More articles in Economic Modelling from Elsevier |
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